Mr. Electric® is continuing its Canadian expansion, thanks to dedicated franchisees who are brightening their communities
Mr. Electric® is continuing its Canadian expansion, thanks to dedicated franchisees who are brightening their communities
Experienced multi-unit owner
Start a business for yourself with the support of a credible franchise system! With hundreds of franchise opportunities, LookforaFranchise.ca is the most comprehensive online directory of legitimate franchises available in Canada. We make searching for a franchise easy – you can find franchises by company name, location, investment, or industry. Begin your search now and realize the dream of running your own business.
Russ Arthurs rose to a new challenge as a Boston Pizza franchisee through a franchise resale 60
Key accounting considerations to help you grow to multiple franchise units 62 Raising the Bar
Best-in-class B2B service franchises that are helping Canadian businesses thrive
Franchising is a popular and successful business model, with the Canadian franchise industry contributing $120 billion to the annual GDP and creating jobs for approximately two million Canadians. It’s also an inclusive industry that reaches every Canadian from coast to coast. Franchised businesses can be found in every community across the country, with people connecting with an average of three to five franchised businesses every day, whether it’s the coffee shop down the street, the tutoring program that provides support for their children, the local fitness centre, or the restaurant where they connect with family and friends.
Franchises can be found across more than 50 different sectors, from food service and retail to education, health and fitness, and home services. They are also available at a wide range of investment levels, from under $50,000 to more than $1 million, and in different formats to suit different lifestyles, including home-based and mobile franchises and the more traditional brick-and-mortar businesses with a physical location.
With such a diversity of opportunities, anyone can find success through franchising! This Diversity in Franchising issue highlights how people from all backgrounds, with a strong drive for success and the right brands behind them, can thrive as local franchise owners.
This means that as a franchisee, you not only have the support of a franchisor, but of an entire community of likeminded business owners: a diverse network of Canadians who are growing the franchise industry from coast to coast.
Our four-part Diversity in Franchising feature showcases 15 franchisees across the country who are helping to build this Canadian franchise community. We shine the spotlight on owners across a range of different backgrounds, female franchisees, and families that are franchising together. Turn to page 23 to learn more about how these franchisees found success, along with their insight into the benefits of being part of the diverse franchise community.
Beyond the cover story, we have even more inspiring franchisee success stories to share. On page 78, we introduce you to WingsUp! franchisee Karan Arora, who started working with the brand after he moved to Canada in 2011, and now owns a franchise location in Guelph, Ontario, with another location on the way. Jani-King fran -
chisee Manjinder Bal has his own unique growth story, and on page 73, he outlines how he joined Jani-King as a franchise owner in 2010 and is now the master franchise owner of the Vancouver-Fraser Valley region. We also explore the process of starting a franchise through PuroClean franchisees Jeff Ellis and Andrew Chapman, who recently completed their first year as owners in Kelowna, British Columbia, and are already receiving accolades within the PuroClean network ( page 81).
The diversity in franchising extends beyond franchisees, with more women joining the ranks of franchise executives. Michèle Boudria is the first female CEO of McDonald’s Canada, and on page 75, we take you through her journey from working behind the counter at the quick service franchise all the way to becoming the president and CEO.
We hope this issue inspires you to learn more about franchising. Don’t forget to explore other Franchise Canada resources, including online-exclusive content, educational videos, and podcast episodes (season 7 launches in March!), all available at FranchiseCanada.Online. You can also subscribe to Franchise Canada E-News to receive the latest news and information (and get a free digital subscription to Franchise Canada magazine), search our online member directory at LookforaFranchise.ca, and connect with the Canadian Franchise Association (CFA) on Facebook, Twitter, Instagram, and LinkedIn.
The many success stories found in this issue demonstrate how anyone, regardless of their age, gender, race, or place of origin, can achieve franchise success with the right brand and a whole lot of passion and hard work.
We encourage you to explore the diverse range of franchise opportunities so you can connect with the right opportunity and make your business dreams become reality. We look forward to welcoming you into the diverse franchise community—franchising is for everyone!Sherry McNeil President & CEO, Canadian Franchise Association
BOARD CHAIR David Druker*, The UPS Store
PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association
1ST VICE CHAIR Ryan Picklyk, A&W Food Services of Canada Inc.
PAST CHAIR Gerry Docherty*, Good Earth Coffeehouse
SECRETARY & GENERAL COUNSEL
Larry Weinberg*, Cassels Brock & Blackwell LLP
TREASURER Lyn Little, BDO Canada LLP
CHAIR, FRANCHISE SUPPORT SERVICES
Kirk Allen, Reshift Media
CHAIR, LEGAL & LEGISLATIVE COMMITTEE
Darrell Jarvis*, Fasken DIRECTORS
Steve Collette, 3rd Degree Training
Chuck Farrell, Pizza Pizza
John Gilson, COBS Bread
Andrew Hrywnak, Print Three Franchising Corporation
Rimma S. Jaciw, CFE, WSI Digital
Joel Levesque, McDonald's Restaurants of Canada
Ken Otto, Redberry Restaurants
Gary Prenevost, FranNet
John Prittie, TWO MEN AND A TRUCK
Stephen Schober, Metal Supermarkets Family of Companies
Thomas Wong, Chatime
Todd Wylie, Master Mechanic
*Executive Committee member
The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. Find out more about these companies at www.cfa.ca/sponsorship
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The opinions or viewpoints expressed herein do not necessarily reflect those of the Canadian Franchise Association (CFA). Where materials and content were prepared by persons and/or entities other than the CFA, the said other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.
The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards and practices. The following are considered by the Association to be important elements of ethical franchising practices:
1. Franchise system and franchise support services members should fully comply with Federal and Provincial laws, and with the policies of the Canadian Franchise Association.
2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.
3. All matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.
4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender or any other factors prohibited by law.
5. A franchisor should provide reasonable guidance, training, support and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.
6. Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual
default and grant the franchisee reasonable opportunity to remedy the default.
7. A franchisor and its franchisees should make reasonable efforts to resolve complaints, grievances and disputes with each other through fair and reasonable direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.
8. A franchisor and a franchise support services member should encourage prospective franchisees to seek legal, financial and business advice prior to signing the franchise agreement.
9. A franchisor should encourage prospective franchisees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.
10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining or participating in any franchisee association, or penalize a franchisee who does so.
11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.
As you investigate the many franchise opportunities available to you, you will see a special logo featured in franchise literature, on franchising websites and in franchise tradeshow booths. This logo identifies franchise systems and franchise support services/suppliers as members of the Canadian Franchise Association (CFA). You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member.
Visit LookforaFranchise.ca today.
Mr. Electric has been providing expert electrical installation and repair services in the United States and Canada since 1994. It offers the opportunity for local franchise owners to help brighten their communities by providing essential services for their homes and businesses. It offers a wide range of services, from circuit installation and service to electric vehicle supply equipment maintenance and home automation, lighting, and more.
Brand president Joel Worthington says franchisees play a critical role in the brand’s success. “Franchise owners provide expert electrical solutions to our customers,” he
explains. “Our franchise owners learn and deliver on the established systems and strategies in order for Mr. Electric to fulfill our vision of being so remarkable we become a household name.”
Worthington notes that Mr. Electric has plans for continued growth throughout North America and is looking for the right Canadian franchisees to help build the brand from coast to coast. “An ideal Mr. Electric franchise owner is someone with strong leadership skills, some business experience, a strong desire for success, who is goal oriented, coachable, teachable, and wants to make an impact in their community.”
There are many advantages to franchising with Mr. Electric, a trusted Neighbourly ® brand, explains Worthington. He highlights the industry’s growth with the rise of smart technology. In addition, he says “Industry experience is not required, the brand is recession-resilient, the brand has limited receivables so no waiting on payment in most cases, and there’s plenty of room to grow with prime territories available.”
However, perhaps the greatest benefit is the Mr. Electric support network that serves as a leading light to help franchise owners throughout their journeys. “When you own a Mr. Electric franchise, you become
a part of a major support network,” says Worthington. “You locally operate your business like any entrepreneur, but you receive ongoing business consultation from a franchise coach, an established business model, and resources from our home office support team to help you.”
He adds that franchise owners also receive strategy and material resources for their specific territory, and can tap into the network of Mr. Electric business owners, who are able and willing to share their experiences and offer encouragement.
Mr. Electric also provides extensive training to help a franchise owner get their business off to a bright start. After someone signs the franchise agreement to become part of the Mr. Electric network, they begin virtual training to prepare for a week of in-person training. Worthington notes that the training certainly doesn’t stop there.
“This is followed by training resources in our online learning platform, and access to various training
events such as regional meetings, annual conference, special webinars, and other special training events such as our leadership mentorship program,” he explains. “Finally, our owners have a designated business coach who supports them through weekly and/or monthly business calls, and is their go-to resource for training and support.”
While Mr. Electric is a strong brand with a long history, it still offers plenty of room for growth, notes Worthington, and is ready to bring more franchise owners into the network to capitalize on the many opportunities created by the green energy movement.
“Electric vehicles have created a need for chargers, further creating a need for upgraded residential load centres. Further, the move away from fossil fuels in general creates a great need for electrical capacity in the home and office. Mr. Electric is in a prime spot to maximize opportunity with the technological advances of the future,” he explains.
If you’re considering a Mr. Electric franchise, notes Worthington, you should speak with current franchise owners to learn more about their experience. On his end, he regularly receives inspiring feedback from the franchise network. “Our existing owners appreciate being on the cutting edge of technology. In addition, many cite their decision to invest in a Mr. Electric franchise was cinched with our Code of Values—Respect, Integrity, Customer Focus, and Having Fun in the Process!”
With Mr. Electric, prospective franchisees can rest easy, knowing they’re positioned for success in a rapidly evolving industry, with a supportive president and network behind them every step of the way.
“If you have a desire to open and operate your business in an exciting, growing industry, look no further than Mr. Electric. You bring the desire and energy, and we’ll provide the tools you need to succeed.” n
For more information about franchising with Mr. Electric, please visit http://go.nbly.com/CFA
For nearly 35 years, the Stagecoach model has been proven and refined to become a leading international performing arts opportunity. Franchisees build a team of equally passionate and enthusiastic teachers, qualified to bring out the very best in their students. Stagecoach schools provide a thriving, nurturing, and supportive environment for creative learning. That’s just one of the reasons why more than 55,000 children flock to classes worldwide every week.
Today, a network of more than 350 franchisees operates over 3,000 schools and classes globally. Through an exciting and varied framework of teaching and development, franchisees have helped to unlock the potential of more than one million students since Stagecoach opened in 1988.
and is passionate about providing quality performing arts training to young people. Having grown up in the performing arts, Tosha truly believes that the skills learned are beneficial to all. “I know I am who I am today because of the confidence I gained through drama, dance, and music as a child, and I am passionate about passing that on to young people today,” says Tosha.
What inspired you to become a Stagecoach Principal?
My journey with Stagecoach Performing Arts began as a teacher at Canada’s first Stagecoach School in Vancouver. I fell in love with the company’s values and culture. It was this experience that led me to see the benefits of owning my own school, such as building a career as a successful business owner with the flexibility to pursue my other passions and work around my family’s schedule and needs. Stagecoach was very welcoming, supportive, and had a great history and reputation that I felt confident investing in.
What are the benefits of franchising with Stagecoach?
“play,” after all, and children should feel that sense of joy, accomplishment, and wonder each week. However, it’s important to make parents and caregivers feel good about what they’re investing in, and I do that by being in good communication about the skills they’re learning, trying to exceed expectations, and providing ongoing opportunities for growth and development.
What is your favourite thing about being a Stagecoach franchise owner?
Hear from Tosha Doiron, who became a Stagecoach franchisee in 2012 and now has three Stagecoach school locations, with over 400 registered students!
Introducing Tosha Doiron
Tosha Doiron is a professional performer, arts educator, Stagecoach Principal, and mom to two young children. She has an MFA in acting from York University and has performed in theatre and film for over 20 years. She has taught at some of Canada’s top institutions, such as York University, Sheridan College, The Toronto Film School, and more,
Teaching children confidence through the performing arts—it doesn’t get much better than that! While I brought my own initial skill set to my business, having the Stagecoach network and support has allowed me to reach more people, grow in ways I didn’t think possible, and gain access to excellent marketing, child protection training, education support, special events, performance opportunities, and more.
What are your top tips for running a successful Stagecoach school?
Find that perfect balance between quality education and fun. Theatre is
Seeing the smiles of the kids every week and watching them grow in their confidence and creativity. I also love the connections and friendships I’ve made with other Principals across Canada and the world. It’s a very special network of creative, kind, and passionate individuals who love what they do.
What advice would you give someone considering franchising with Stagecoach?
To anyone thinking of becoming a franchisee with Stagecoach, if you’re passionate about the arts and arts education, don’t think twice. I really do believe that, as Stagecoach offers the perfect franchise package with plenty of encouragement and support and a network of committed Principals who are always happy to give advice and share their expertise. n
If you, like Tosha, are looking for a business which gives a great income, even greater flexibility, and an outlet for your love of performing arts, find out more about Stagecoach by visiting www.stagecoachfranchise.com
Franchising is on the rise in Canada, with a notable increase in quick service restaurants (QSRs). According to the Canadian Franchise Association’s (CFA) Franchise Forecast 2022, the Canadian franchise industry generated more than $120 billion in 2022, and is currently the economy’s 12th largest contributor to the national GDP. In addition, franchised businesses were projected to employ 1.85 million people in 2022.
However, while visible minorities patronize these brands, they are notably underrepresented when it comes to franchise ownership. A recent Statistics Canada (StatsCan) breakdown of ownership demographics revealed that only 12 per cent of small and medium enterprises (SMEs) are owned by members of visible minorities.
Franchising is replicating a successful business model while expanding the presence and reaching people with an entrepreneurial spirit. This business model could also provide a chance to broaden the entrepreneurial footprint within the Black community. Over the past few years, there has been a considerable investment in the community’s ability to obtain financing for Blackowned businesses, as companies work to remove the structural barriers that prevent entrepreneurial spirit from thriving. We can also explore how this impacts the ESG (environmental, social, and governance) factors of the franchisors’ and customers’ decision-making.
StatsCan presents data on how the Black community is underrepresented within the SME food and beverage space. Visible minorities make up 12 per cent of franchise ownership in Canada, according to the 2020 SME profile report on ownership demographics. Of that 12 per cent, only 16 per cent are in the lodging and food services sector, including the QSR industry. This data suggests an opportunity for franchisors to seek out entrepreneurs, including Black entrepreneurs, to strengthen their relationships and presence within this community. Engaging with local leaders and partners who have expertise of local markets can help determine potential franchisees and franchise locations. Local leaders and partners can provide a listing of people, knowledge, research, and data of the markets explored.
As customers are increasingly focused on ESG principles, including diversity and inclusion, franchisors need to promote and expand their diversity and inclusion initiatives to reach these communities.
With ESGs in focus, customers are researching franchisors’ impact and intention, which can affect their
decision-making regarding the product or service.
Creating a list of community-specific benefits for existing or new franchisees can increase a franchisor’s impact on the Black community. As customers have demonstrated, there is a higher awareness of the current ESG challenges and inclusivity when considering the choice to buy a good or service. Exploring diversity in marketing materials may have a favourable effect on how both customers and potential franchisees think about the franchise.
The opportunity to expand a franchise’s reach within new communities and demographics and have a presence within new localized markets, while providing access to a franchise network rather than starting a business from the ground up, benefits both the franchisor and incoming franchisees. It also creates the opportunity to increase market share and develop new opportunities for potential business owners, which is an added benefit of joining the franchise network. In addition, diversity of thought can give the franchisee more opportunities and support for decision-making, product development, and marketing, resulting in a social impact and increased brand awareness.
For many new and current franchisees, access to financing for acquisitions is a common concern. Within the Black community, access to financing has proven to be an even more difficult process that can discourage many prospective entrepreneurs from seeking capital to realize a dream.
CIBC offers two financing programs, the Black Entrepreneur Program Loan and the Canada Small Business Financing Program, that can be used to start the journey of franchisee ownership and help turn ambitions into reality.
With improved access to funding for equipment and leasehold improvements, the CIBC Black Entrepreneur Program Loan is a crucial step in assuring that Black business owners and entrepreneurs receive the financial support they need to start up, scale up, and thrive. This program can provide up to $250,000 in financing for Black entrepreneurs with an ownership of 51 per cent, including access to owner and employee banking benefits to assist in driving success.
The second financing option available to all potential franchisees is the Canada Small Business Financing Program, which can assist in financing for small business startups and existing business owners.
Diversity of thought can give the franchisee more opportunities and support for decision-making, product development, and marketing, resulting in a social impact and increased brand awareness.
Redberry Restaurants announced an unprecedented expansion plan of 200 Taco Bell restaurants in Canada. This will more than double the existing Canadian Taco Bell location count, and cements Redberry’s position as the largest Taco Bell franchisee in the country.
Recognized as one of Canada’s fastest-growing restaurant companies, Redberry currently owns and operates 14 Taco Bell locations across Ontario. Redberry’s partnership with Taco Bell to build an additional 200 locations across Canada within the next eight years is a strategic precedent.
“We’re excited to ‘Make it Happen’,” says Ken Otto, CEO, Redberry Restaurants. “Our team is committed to achieving what we say we’re going to do. This has led brands to invest in us and trust us to deliver.”
Redberry has gained a reputation as a powerful brand amplifier and has helped coveted QSR brands achieve significant growth and brand awareness. “The opportunity to lead the expansion of the beloved Taco Bell brand north of the border is truly an honour,” says Otto.
The additional 200 Taco Bell restaurant locations across Canada will be built throughout British Columbia, Alberta, Saskatchewan, Manitoba, and Ontario. The 200 restaurants expansion is expected to be completed within eight years.
“Over the past few years, we have seen what Redberry can do with our brand,” says Matthew Shaw, chief development officer, Taco Bell North America. “We recognize how different the Canadian market is and Redberry has proven themselves as
an undisputed leader in operational excellence in the Canadian QSR industry. We couldn’t be happier to partner with Redberry as Taco Bell’s Canadian brand ambassadors.”
Redberry is kicking off the Taco Bell expansion with its first newbuild Taco Bell restaurant in London, Ontario.
“We are thrilled to open our first new-build Taco Bell restaurant in the city of London, which is our third Redberry-owned Taco Bell location in the city,” said Chris Racine, chief operating officer of Redberry. “This new restaurant location is the perfect start of our expansion plan to significantly increase the availability of Taco Bells across Canada.”
In December, over 600 students from Stagecoach Performing Arts schools across Toronto came together for two days of epic performances for its Canadian Showcase. The showcase aimed to celebrate the collaborative efforts of the Canadian network and its talented stars at the renowned Lyric Theatre at the Meridian Arts Centre, North York.
The annual showcase, dubbed ‘Live in Toronto,’ saw the Stagecoach in-house events team plan all elements of the exclusive performance. Franchisees were then welcomed to register to take part, taking students from their own schools along to perform musical medleys inspired by the likes of Shrek, SpongeBob SquarePants, and Stranger Things. This year’s two-day extravaganza culminated in a grand finale that saw nine groups from across seven schools collaborate in a live performance of Seussical
“These showcases are always a highly anticipated time for us principals and our students,” said Kristi Wenaus, franchisee and principal of Stagecoach Halifax and Truro, in Nova Scotia. “It’s a chance for our students to play a part in such an iconic performance, whilst providing an opportunity for principals and teachers across the Canadian network to get together and celebrate their successes. To offer our students the chance to perform on a renowned stage is invaluable, and it’s all thanks to the amazing Stagecoach Events Team.”
As the curtain fell on 2022, the showcase acted as an opportunity to reflect on the successes of the Canadian network and its many talented students over the past 12 months.
“At Stagecoach, it’s important for us to highlight the achievements of our international network and provide once-in-a-lifetime moments for our students,” said Andy Knights, CEO. “We pride ourselves on showcasing the phenomenal skills that our students have developed over the course of the year and the inspiring work our principals and teachers have done to help them get there.”
The Canadian Showcase was the last of many international showcases organized by the franchise this year, ensuring its established franchising offering continues to appeal to prospects and aspiring young performers alike.
Fatburger Canada opened its 66th restaurant in Coventry Hills, located in the northeast quadrant of Calgary, on January 19, 2023. This burger restaurant is Fatburger’s
second of many new openings in its 2023 growth plan, following its first in the Guildford neighbourhood of Surrey, B.C.
This world-famous burger restaurant chain is well-known for its famous big and juicy burgers made with fresh, never frozen, Alberta beef burgers that are hand-pressed and cooked to order on the grill, done the traditional way. Customers can enjoy Original Fatburgers and Specialty burgers along with other favourites, including juicy fried chicken sandwiches, World Famous Buffalo’s wings, and hand-battered chicken tenders, accompanied by Best Anywhere Milkshakes, fries, and freshly prepared onion rings.
“It’s exciting to start the year with these new stores,” says Raymond Ho, VP, marketing of FDF Brandz. “We are very pleased to open another Fatburger in Calgary, as we have many fans here. It’s gratifying to know our customers love and appreciate the quality and value we have put into our menu and locations.”
Easily and conveniently accessible seven days a week, customers can opt to dine-in or quickly take out by calling in or ordering on their downloadable app via their website. Customers can also conveniently find Fatburger on delivery services such as SkipTheDishes, DoorDash, and Uber Eats.
The restaurant’s owner and operator, Jaswin Vekaria, is also the proud owner of multiple Fatburger units in Alberta. “With my experience with the brand and running the restaurant over the years, I am very excited to meet our customers in the Coventry Hills area and make them their favourite burgers! I am looking forward to welcoming everyone here.”
Laser Clinics Canada announced its plans for growth towards franchise ownership with its unique 50/50
business model. Laser Clinics, the largest cosmetic clinic group in the world, has been operating in Canada successfully since February 2022. The company has successfully opened three locations in the Greater Toronto Area with opportunities to franchise. The Canadian business group is working to expand its presence in the Canadian market.
Laser Clinics Canada offers a unique franchise model for franchise co-owners who are passionate about the industry, driven to succeed, and have a proven history of leading teams. The business offers a unique 50/50 ownership structure where the company and its franchise co-owners share equally in the investment, expenses, and the performance outcomes of the clinic entity.
“We are delighted about the level of interest we have received from prospects ready to take on this new opportunity with us as we enter the Canadian market,” says George Jeffrey, managing director for Laser Clinics Canada. “We know our success ultimately will be in connecting with motivated franchise co-owners coast to coast who are aligned with our business values and are committed to enhancing the client experience.”
Founded in Australia in 2008, the brand has expanded globally with more than 200 clinics opened in markets including the United Kingdom, New Zealand, Singapore, and most recently, Canada, with plans to grow its advanced beauty services which are performed with medicalgrade equipment.
Laser Clinics Canada entered the Canadian market in February 2022 at Hillcrest Mall in Richmond Hill, Ontario. It has since opened two more locations at Square One Shopping Centre in Mississauga, CF Sherway Gardens in Etobicoke, and at the end of this month Scarborough Town Centre in Scarborough, with several more locations planned for 2023.
Pet Valu, the Canadian specialty retailer of pet food and pet-related supplies, announced the donation of $1.6 million worth of its premium, proprietary dog and cat food, Performatrin, to help pets and devoted pet lovers in need across Canada. The donation, which weighs more than 335,000 pounds and includes more than 33,000 bags of kibble, will be delivered to the Ontario SPCA, Food Banks Alberta, BC SPCA, Animal Food Bank, and Wild West Animal League starting in February.
“A food donation of this magnitude has an enormous impact. In addition to ensuring thousands of pets will not go hungry for months to come, we can now re-direct the funds that we’d set aside for food to other areas of need,” says Jennifer Bluhm, vice president, community outreach services, Ontario SPCA and Humane Society. “At a time when the rising cost of living is making it difficult for some pet lovers to feed, and even keep their pets, this contribution will help ensure pets can stay with the families who love them and enable us to provide better support to the animals in our care.”
With the goal of helping as many pets in need as possible, the pallets of Performatrin will be shipped from warehouses in Toronto, Calgary, and Vancouver to the Ontario SPCA, Food Banks Alberta, the Animal Food Bank, the BC SPCA, and Wild West Animal League. These organizations will then distribute the food to rescue partners, food banks, and communities across Ontario and western Canada.
“We are very excited to be rebranding our award-winning Performatrin lineup to Performatrin Prime, which offers the same quality food with new and improved packaging,” says Kendalee MacKay, chief merchandising officer at Pet Valu.
“This carefully planned transition presented a unique opportunity to donate our remaining stock of Performatrin, while continuing to deliver a great experience to our customers. We are thrilled to continue our support for local pet shelter and rescue facilities across Canada by providing additional nutritional aid to pets and devoted pet lovers in need.”
Sold exclusively at Pet Valu, the Performatrin family of brands, which includes Performatrin Prime, Performatrin Naturals, Performatrin Ultra, and Performatrin Ultra Limited, offer a wide range of quality products and dietary needs to support each stage of a pet’s life and health. As the national feeding supporter of Lion’s Foundation of Canada Dog Guides, Pet Valu provides Performatrin dog food and treats to all puppies, breeding dogs, and Dog Guides in training.
Pizza Nova announced its donation of $15,000 to SickKids Foundation in January. As part of its two-year partnership with the foundation, Pizza Nova created a limited-edition Vespa ornament, the proceeds of which are going to the SickKids Foundation. A cheque presentation took place at the Pizza Nova support office in January.
“We are thrilled that our partnership with SickKids Foundation over the holidays has been such a success—thanks to the support of all of our franchisees and the generosity of our customers,” says Domenic Primucci, president of Pizza Nova. “It was an honour to be able to support such an important cause. We are looking forward to continuing this partnership with another holiday fundraising campaign at the end of this year.”
Funds will go to SickKids Foundation, to help build a new state-ofthe-art hospital and patient support
buildings, continue breakthrough research, and build partnerships across the country.
“SickKids is proud to partner with Pizza Nova, which has generously donated $15,000 as part of their two-year commitment. Our vision for better children’s health is generously supported through their continued investment,” says Stacey Robinson, director, cause marketing at SickKids Foundation.
“By joining SickKids in the fight for children’s health, Pizza Nova is helping provide vital funding for new equipment, education for the next generation of SickKids caregivers, and research into new treatments and cures for illness and disease. All of which are helping us win the fight to make every kid a healthy kid. Thank you, Pizza Nova, for your leadership and support!”
KINKA FAMILY is pleased to announce the opening of the first KINTON RAMEN location in Newmarket, Ontario, owned and operated by its executive chef, Aki Urata. The announcement is a major milestone for the restaurant group and marks the first in its Employee Franchise Program, dedicated to partnering with current and past employees.
KINKA FAMILY is headquartered in Toronto and operates five brands, including KINTON RAMEN, KINKA IZAKAYA, JaBistro, KINTORI YAKITORI, and NEO COFFEE BAR. KINTON RAMEN first opened its doors in 2012 and has quickly grown to become a household name with a dedicated customer base. With more than 24 locations coast to coast, KINTON RAMEN represents a unique opportunity to put a spin on the traditional franchise model and focus on motivated employees who share in the brand’s passion for quality, innovation, and customer service.
“The KINKA FAMILY philosophy fosters and encourages the success of all team members, with a culture rooted in collaboration and teamwork,” said James Kim, chief executive officer of KINKA FAMILY. “This new KINTON RAMEN location, owned and operated by our executive chef, is a testament to that philosophy. We are grateful to Chef Aki for all he has brought to us, and we can’t wait for the Newmarket community to experience the exceptional food and hospitality that KINTON RAMEN is known for.”
Chef Aki has a long history with KINKA FAMILY and Japanese cuisine, notably ramen, delivering 20 years of flavourful and authentic ramen dishes. In 2012, with the support of KINKA FAMILY, Chef Aki established the first KINTON RAMEN location on Baldwin Street in Toronto. Each item on the menu continues to be a product of Chef Aki’s experiences, prepared through strict adherence to the Chef’s methods, using only select Japanese seasoning and fresh, local, high-quality ingredients to serve authentic Japanese ramen.
“Being a part of this company for more than a decade, I have firsthand experience of the incredible opportunities and culture KINKA FAMILY fosters with its employees. I’ve always wanted to be an entrepreneur and have been given an incredible opportunity to achieve that dream today. I am proud to be the first employee to own a KINTON RAMEN, a brand that I worked so hard to help build,” says Chef Aki. “As the demand for authentic, delicious ramen continues to grow, I am eager to offer our Newmarket customers the unparalleled food and exceptional service that KINTON RAMEN is famous for, while introducing them to our diverse range of unique flavours and dishes.”
With a diversity of opportunities, anyone can find business success through the inclusive Canadian franchise industry
In this special Franchise Canada Diversity in Franchising package, we hear the stories of Canadian franchisees from coast to coast, some with decades of firsthand experience, and some who are newcomers to the franchising family.
The franchisees represent a wide range of industries, from business consulting and graphics and signage to waxing bars and pet services. The Canadian Franchise Association (CFA) is home to over 650 member brands across more than 50 categories, meaning there’s almost certainly an opportunity to satisfy every niche interest.
The range of franchising businesses aligns with the diverse backgrounds of the people who find success in the franchise industry, some of whom bring knowledge from other industries to improve existing practices and systems. The success stories in this Diversity in Franchising package prove that franchising is open for business to everyone—whether you’re investing $5,000 or $500,000. There’s also a franchise model to suit every lifestyle, whether it’s a mobile or home-based business or one with a brickand-mortar location.
We also introduce a selection of the many women achieving business success through franchising. Between the ladies creating safe and fulfilling spaces for clients and employees to the female leaders paving the way for the next generation, these success stories showcase the many ways females are making strides in the franchise industry.
The franchisees featured throughout these pages showcase how anyone, regardless of their age, gender, race, or place of origin, can thrive through franchising. We take a special look at how business owners from diverse backgrounds can bring their unique experiences to connect with and grow their local communities, and shine a spotlight on what it takes to build a successful franchise business with a family member.
These profiles offer a glimpse into the reality of franchising for anyone looking to make their business ownership dreams come true. The diverse franchise community is waiting for you!
Well, given the diversity of Canada’s franchise industry, a franchisee can look like you or I or your neighbours or friends. It’s true—franchising is an opportunity for anyone looking to become a small business owner, from any region of Canada, at any investment level.
Franchising is Canada’s 12th largest industry, and Canadian franchises contribute over 120 billion dollars per year to the Canadian economy. A franchise network is strengthened by the involvement of a diverse base of franchisees, and Canadian franchisees from all walks of life offer a wealth of knowledge and unique perspectives. Here’s how three diverse franchisees are colouring the franchising world with unique skill sets, backgrounds, and perspectives.
explains Breton. “I was joining a supportive community of coaches that could help my clients and help my own business.”
The turnkey ActionCOACH system provided Breton with everything he needed to support his clients from day one, while ongoing training and innovation ensure that he has access to the latest solutions for his clients.
The story of Hugo Breton is a testament to the power of perseverance, determination, and the opportunities that come with diversity in franchising. As a former corporate manager, Breton’s experience with McKinsey, Citibank, and Riot Games prepared him for a new challenge. He set his sights on moving from Mexico City to Canada to launch his own business coaching company in 2021.
As a one-on-one mentor and coach, Breton saw the potential of ActionCOACH’s proven system to help teams and leaders in any industry achieve their goals. For him, investing in a franchise was about finding a niche market and a supportive community of coaches who could help his clients and his business grow.
“Doing my due diligence, I got to meet quite a few coaches, and I felt that I wasn’t just buying a franchise,”
With the goal of expanding and managing multiple territories, Breton is focused on building a team of coaches that can thrive and bring a positive impact to the community. And as a coach who brings a unique perspective from his corporate background and experience, he understands the value of diversity in franchising and its benefits to his clients.
To those considering a franchise, Hugo recommends doing their due diligence, having conversations, and understanding the benefits and sacrifices it entails. For Breton, joining the ActionCOACH community was a life-changing decision that has allowed him to do what he loves: help others achieve results and become better leaders.
Learn more at LookforaFranchise.ca
“I have helped numerous students get accepted into universities such as the University of Toronto, Hong Kong University, and the University of Waterloo. It all started as a dream and now I am living the dream,” says Ko. “I was able to give my children the best learning opportunities as a mother, and I have also succeeded in my career goals as a woman in business. I made new friends and built a community with connections all across the world.”
Galium Ko first came to Canada in 1991 and achieved a master’s degree in mathematics and statistics. While working for a tutoring company in Windsor, Ontario, she discovered her passion for learning and teaching, and began exploring business possibilities.
As a mother of three, she wanted to provide her children with the best learning opportunities. “I wanted to find a way to pursue my passion and be a mother at the same time. I was looking for a business that focused more on individual learning and engagement, which is what brought me to make the best decision for my career by joining Inspiration Learning Center.”
Proud to be the first-ever Inspiration Learning Center franchisee, Ko quickly expanded upon her first location in Mississauga (which she’s since sold), to include a second in Oakville.
“Being the first franchisee taught me how to be a business owner. If I need support, if I don’t understand, I can call headquarters at any time to get help, and they are very helpful, especially at the beginning when I was still learning.”
Ko says she’s had many experiences and learned a lot in the last 15 years as a woman in business. Though the centre started as a tutoring facility, it expanded to become its own private, licensed school covering all areas of education, from test preparation to post-secondary application assistance.
In fact, Ko’s students often come back and share their successes, further solidifying the impact she’s made with the learning centre. “It’s really joyful when you see people struggle and then go on to become very successful. I think that is more a joy than earning money.”
Ko says that embracing the diverse cultures of her students and understanding their unique backgrounds creates a safe space where they can feel comfortable and are able to learn.
From a business perspective, she adds that it’s important for people of all backgrounds to consider franchising. “Everyone has different experiences, and we can not only learn from their experience, but they can gain experience from us, too. They will have the ground to support them if they decide to start a learning centre, because they will have someone with many years of experience to support them.”
Her advice to franchisees: “Don’t let anyone stop you from getting what you want. In the beginning, I didn’t have confidence. Always believe in yourself, no matter what background you are coming from; if you do the work, you will be successful.”
Learn more at LookforaFranchise.ca
At 14 years old, Tracy Tran often helped out at her parents’ Pizza Nova location. An entrepreneur at heart, she went on to own two Second Cup franchises. In her early 30s, she returned to her Pizza Nova roots and went on to open a second location.
The culture, the people, the sense of community, and the family feel are qualities that Tran says contribute to the brand’s success. “I’ve always believed franchising is the best way to start a business. You have a team of experts backing you up with full support. I grew up thinking ‘10 heads are better than one.’”
With 20 years in the business, Tran has experienced financial success, but is particularly proud of her personal accomplishments. “In the years running the franchise and store, l learned to maximize all the capabilities and skill sets I never knew I had.”
The Pizza Nova values, such as the family-centric approach, are a cornerstone of the success she’s built over time. “It has that family passed down feel. They engage a lot in the community, and for me, giving back to the community was something I always loved.”
As a young woman and a person of an ethnic minority, Tran says there will always be assumptions and perceptions of her capabilities. “Being a woman and being a leader and running a business that primarily consists of
men does not push me back. I rise to my challenge. My dad always said, ‘a strong woman sees challenges and stares them right in the eye with a wink.’”
For Tran, focusing on her strengths and leadership qualities allowed her to step into her role naturally and organically. “There’s full respect in the store because I lean on the Pizza Nova core value of family. I don’t treat them as employees, I treat them as family, and what does family do? They help each other out.”
When it comes to diversity in franchising, Tran says that every culture brings unique strengths and capabilities to the table. She adds that much like a franchising system brings together many working parts to create a cohesive system, when diverse ethnic groups come together, they can learn from one another’s strengths and make the system their own. “We all bring some sort of strength; we learn from how we grow up. And all that combined is a huge pot of gold.”
Tran’s advice to prospective franchisees is to open themselves up to possibilities. “Open your heart and your eyes. Being in this diversified society will give you that opportunity. It’s up to you whether you want to shut your eyes to accepting it.”
She chose Pizza Nova because it checked the boxes of the core criteria that she desired in a franchise partner. “Pick an industry that connects with you. In business, there will be rainy days and good days. It’s your passion and love for the brand that will get you through those rainy days.”
Learn more at LookforaFranchise.ca
Less than 20 per cent of small businesses in Canada are owned by women, but that number is slowly but steadily growing each year. Franchise Canada interviewed four successful female entrepreneurs about their experiences owning and operating franchises in different sectors and across different cities in Canada. While their journeys have been different, all agree that the corporate tools and resources, established systems, brand recognition, and ongoing support that come with franchise ownership have been invaluable. They get to run their own show, knowing someone always has their back.
at that, but we also wanted a business that offered good work-life balance, that we could run from home, and could have some fun with. Driverseat has a great support system, training programs, and technology that got us off the ground quickly.”
Debbie Reed has a background in transportation, starting as an AZ truck driver, then working in logistics for a trucking company, and later in HR recruiting for the trucking industry. It’s not surprising that when she reached retirement, she opted to purchase a Driverseat franchise, which offers passenger transportation services like charters and tours, wedding shuttles, private airport charters, and Care+ for the vulnerable sector.
“My partner and I were not ready to fully retire, but we didn’t want to build another business on our own. We looked at franchise systems where we would have the support and tools needed to begin and run a successful business, and we wanted to stay in transportation and logistics,” Reed explains. “We have many years of experience in building customer relationships, and we’re good
One thing that drew Reed to Driverseat was the ability to manage her capital expenditure by growing her fleet of vehicles as demand for the service increased. Every Driverseat territory is different, and franchisees can purpose-build their fleets—from minivans to larger shuttle buses—to meet the needs they’ve identified in their own communities.
The franchise is very flexible and open to new ideas, says Reed. “When we started in 2020, we were mainly focused on the designated driver service. Because of my own personal experience with my parents, I test-piloted services for seniors. We have provided the Niagara region with a great alternative and filled a real need to help seniors and other vulnerable populations get to appointments or wherever they need to go safely and at a reasonable cost.” Now Reed is expanding her fleet to cater to clients of Niagara’s wedding and wine industries.
Being a female franchisee owner in a male-dominated sector sees her breaking ground, as well. “I believe I’m one of the first Driverseat franchises solely owned by a woman. This is way less challenging than when I got my AZ license and became a truck driver, and later moved into management. Both were very rare for a woman at that time, in a male dominated industry, and it was very difficult. But I’m a strong independent woman and I didn’t let anything stop me!”
Sarah Douglas entered the McDonald’s Canada franchise system in 2009, when her youngest daughter was still an infant. Since then, she’s nurtured her family and her business in tandem. Juggling those competing responsibilities has been the most challenging part of being a mother and a business owner, she says. “I’m still working in the restaurants every day, but once I had my team in place, it allowed me the flexibility to work my schedule around my family. Truly a gift!”
Previously the human resources director for an armoured car company, Douglas had also owned and operated two different small businesses. “I thought about starting another business, but I knew how hard and time consuming it is to start from scratch. The concept of becoming a franchisee appealed to me as I could buy an existing business and utilize my business and entrepreneurial skills to make it my own,” she explains. “I love that I have this big company backing me, helping me, that wants to ensure my success.”
In her first year, Douglas immersed herself in the McDonald’s training program full time. “The training is a long process, but it’s outstanding,” she says. “You are taught everything you will need to know to ensure you are set up for success from day one.”
Douglas has four McDonald’s franchises, all in the Greater Toronto Area. Given the opportunity, she plans to purchase additional locations. Most opportunities arise from retirements, but there are also new locations available every year. “McDonald’s is very careful about where they open,” she says. “They are very conscientious about not impacting existing franchise locations.”
Douglas loves the McDonald’s culture, which focuses on people, a positive work environment, and giving back to the community, particularly through Ronald McDonald House Charities. “In my restaurants, staff retention isn’t a main issue: we like to have fun, and we show our workers that we appreciate them for what they do every day,” says Douglas.
As for being a female franchise owner? “When I first started, there were only a handful of female franchisees. Our numbers have grown, and I’m thrilled that the current president & CEO of McDonald’s Canada is a woman.”
Kenny Adewoyin has a varied work and educational background, including stints in journalism, public relations, marketing, supply chain management, and immigration consulting. After immigrating to Winnipeg from Nigeria, she worked as a support worker, caring for seniors and people with disabilities and mental health issues, and in international student recruitment for post-secondary schools in Manitoba.
“Work was going smoothly until COVID-19 struck,” says Adewoyin. When business came to an abrupt standstill, it was her husband who suggested she consider buying a franchise. Her experience in client services, her business and marketing skills, and her interest in working with seniors and vulnerable people led her to Just
Like Family Home Care, and she purchased the Manitoba franchise in June 2020.
“Just Like Family had an established name, systems in place, and provided guidance, even attending meetings with me at nursing homes and other institutions when I was starting out,” says Adewoyin. She now serves facilities and institutions across the province, and has private clients in Winnipeg who receive support in their homes. Adewoyin’s company was named on the “Best of Winnipeg” list for Elder Care for the year 2022.
This is a 24/7 business, and Adewoyin has 60 to 70 caregivers to schedule and deploy. To maintain Just Like Family’s reputation as one of Winnipeg’s top homecare companies, Adewoyin steps in to cover when there’s a
“All of my challenges would be the same, no matter my gender or origin. Canada is a land of unlimited opportunities, and people from all diverse backgrounds who have the zeal to run a business should go for it.”
last-minute need. “Hiring licensed and certified staff has been so hard,” she says.
As a franchise, Just Like Family has developed strategies and tools for recruitment, and worked with Adewoyin to advertise jobs. That’s one of the benefits of being in a franchise system, she says. “There’s a group of people there to back you up.”
As for being a female franchise owner? “All of my challenges would be the same, no matter my gender or origin. Canada is a land of unlimited opportunities, and people from all diverse backgrounds who have the zeal to run a business should go for it. Your interest must be very high so that when challenges come, you will not back down.”
Catherine Zhang didn’t really expect to one day take over her family’s Wendy’s franchise in Edmonton, Alberta, but after 20 years, she can’t envision doing anything else.
Her father, Kevin Zhang, was intrigued by the concept of franchising as a university student in China, and after moving his family to Canada in 1999, he chose to purchase a Wendy’s franchise. He was impressed by the freshness of the burgers, knowing that the beef is never frozen, and by the warm welcome he received from the franchise, despite his limited English and need for a translator.
Catherine worked part-time in the restaurant, and had plans to pursue an MBA after completing a bachelor of commerce degree. However, the family needed her to work in the business, she says, so she stayed. Now she is the franchise owner, and has two children herself. One is in high school and works part-time in the restaurant like his mom did, and her younger son likely will too, but Zhang says there’s no pressure for either to make this their life’s work.
“I’m a small business owner, and I get to enjoy the benefit of being a large, national brand,” Zhang says. “Our small family is part of the big Wendy’s family, and Wendy’s is very franchisee oriented. From development to design, from operations to training, from marketing campaigns to new product development, every aspect of the business is handled by professionals who specialize in their areas.”
Many of her managers are alumni from the university she attended, and many have been with Zhang’s team for more than a decade. “We have been able to celebrate the good moments, and maneuver through the tough times such as labour shortages, recession, and a global pandemic,” says Zhang.
Zhang finds the biggest challenge she faces as a female franchise owner is finding time to do everything, as she wears multiple hats. “Between being a mother, a daughter, and a business owner, a well-balanced life is easier said than done. I have an extremely supportive husband and a well-rounded management team. I try to carry positivity and optimism. Most important is your attitude towards life.”
“Our small family is part of the big Wendy’s family, and Wendy’s is very franchisee oriented. From development to design, from operations to training, from marketing campaigns to new product development, every aspect of the business is handled by professionals who specialize in their areas.”
Franchising is all about providing opportunity with well-planned, established systems. These franchisees came from coast to coast and even from abroad to achieve their business dreams. Some came with advanced degrees, some came with a plan, and others came with nothing but a drive to succeed in business. Most of all, these franchisees’ stories represent the range of experiences, choices, and interests that franchising can support.Veronica D’Silva Allegra Marketing Print Mail
Before joining Allegra Marketing Print Mail, Veronica D’Silva earned her stripes in a variety of marketing roles in the early 2000s, from art director to marketing manager.
After graduating with a fine arts and graphic design degree, she went into business school, “because I wanted to have that mix of skill sets.” Today, as the vice president, operations for Allegra Toronto Downtown, she handles both creative and executive duties.
“As I got my foot in the door in my career, I also kind of shifted between doing design and art direction onto media sales and planning and things like that,” says D’Silva. “So, a lot of marketing, planning on the client side, but also on the agency side.”
D’Silva’s Allegra Toronto Downtown is a family business, as well. Her brother, now the vice president of sales and marketing, opened the franchise location in 2000, before she came on board in 2002.
The siblings moved to Canada from the U.S. in 1999 in search of business opportunities, eyeing franchising as an ideal way to break into the world of Canadian business. “We moved here, we didn't really know anyone, we didn't have a business network set up,” she notes. “So, a franchise was a great kind of shortcut to achieve that and kind of hit the ground running.”
D’Silva says franchising was a good way to gain a base of knowledge of the structural differences between businesses in the U.S. and Canada. “Learning that takes time
and franchising is a good way to jumpstart some of that learning. There's already systems, there's already processes in place, there's already relationships in place that you can tap into, and what would have taken two years took us six months.”
After 22 years, according to D’Silva, she still gets excited about coming into work. “We get excited about learning new things and discovering new challenges and solving those problems. We’re problem solvers, at the end of the day.”
For franchisees seeking the same long-term success as D’Silva, she sums up the steps to achieve those goals: “Find something that you are interested in and choose that. Focus on what you do best for the business. Build your team to complement your strongest skills.” Learn more
When Mika Solway returned to her hometown of Fredericton, New Brunswick in 2019, she did so with the anticipation of bringing back an exciting business that Maritimers would welcome with open arms. Having moved to Toronto in 1996 for school, she grew to love the downtown area and the small businesses that dotted its aisles and avenues. One brand stood out in particular: THE TEN SPOT.
As a loyal patron, Solway was already familiar with the brand’s services. “I originally started going to THE TEN SPOT in 2009, when I was pregnant with my first child, because we use creams that are natural, that are paraben-free, that are synthetic fragrance-free, and back then that was really unusual,” says Solway. “And even now, it's really unusual.”
In addition, THE TEN SPOT’s house nail polish is free of the 10 worst toxins found in general release polishes. For Solway, who has a background in engineering and sustainability, the brand’s use of natural materials made it a good fit for her interests and lifestyle. “For all those reasons...everything we sell, I am comfortable putting on my body, which is a tall order.”
Solway opened her TEN SPOT location in November 2022. “We’ve built a great group of staff and the city is embracing us,” says Solway. A training team from Toronto
came to her location in Fredericton for three weeks of training before the opening.
THE TEN SPOT provided Solway with spreadsheets outlining all the major steps on her path to opening, from financing and finding the space through to hiring and training. “That was so helpful, because it was kind of like a recipe,” says Solway. “I never would do this in a field that’s not my background, if it wasn’t for this kind of guidance.”
Of her Fredericton team, Solway is happy to employ a diverse swath of estheticians. “We really want to create a space that’s comfortable for everyone, and then that makes it comfortable for our guests.”
For estheticians and potential franchisees alike, Solway recommends THE TEN SPOT for their womenfounded and -led teams. “I felt completely welcomed from the start and empowered to make it happen,” says Solway. “We’re also empowering our estheticians, who are mostly women. It’s great to see these leaders empowering all of us, and most of the franchise partners are women, as well.”
Of course, the challenges of starting a new business are present. Namely, introducing the benefits of the brand to a new, smaller market. Part of the solution is growing THE TEN SPOT’s online presence through social media.
“Every day we’re getting new customers, and hopefully they’ll turn into repeat customers, and they’ll tell their friends,” says Solway. “I’m impatient to have everyone on and [be] fully booked all the time.”
For Jacqui Mazereeuw, joining the franchise industry with a UROSPOT franchise was about realizing her dream of business ownership while modelling the characteristics of leadership for her children, “from working hard and creating boundaries to being flexible with priorities and having the courage to ask for help when needed.”
Mazereeuw started her career in public relations, focusing her representation on brands in the health and wellness sphere, including fashion, pharmaceuticals, and maternity brands.
In contrast to her executive status in the PR world, the first-time entrepreneur lacked the confidence and resources to design and execute a business model. “Purchasing a franchise provided training, support, and a network of mentors to teach and guide me through the business model,” says Mazereeuw.
Mazereeuw opened her UROSPOT clinic, becoming the fourth franchisee in the system, in September 2022 in Oakville, Ontario. She says the brand’s trajectory and its positioning in the FemTech industry—applying technological developments to women’s health—make her excited for the future with the brand. “More than 40 per cent of women over 35 are struggling in silence with bladder leaks and urgency,” notes Mazereeuw. “I get to be a part of a movement to disrupt an outdated industry and amplify emerging conversations about urological concerns that affect women.”
As for other assets, Mazereeuw says having a support team minding legal, financial, and ethical issues provided her “with the confidence and encouragement needed to continue through hurdles and celebrate our successes wholeheartedly throughout the process.”
UROSPOT provides comprehensive training for new franchisees. The training begins with a series of online modules, followed by four days of foundations training at the brand’s head office and a week of on-site training before launching. Mazereeuw adds that the “online training portal is updated almost weekly and includes videos, templates, educational materials, and best practices.” In addition, she’s looking forward to gleaning extra insights from fellow franchisees at UROSPOT’s first conference in September.
After six months in operation, UROSPOT Oakville has exceeded its revenue projections every month and Mazereeuw already has her sights set on a second location. “All of our goals are centred around expansion within UROSPOT to a second location in Mississauga, Ontario in early 2024!”
For women and people of diverse backgrounds looking to enter the franchise industry, Mazereeuw says UROSPOT is a good option “to make a difference in so many women’s lives, from the care providers you hire to staff your clinic to the clients that come to your clinic for care.”
Furthermore, having a network of purpose-driven female entrepreneurs helped Mazereeuw foster a team mentality. “In addition to the network of franchisees you also have ongoing operational support from a dedicated, experienced team who always pick up the phone,” says Mazereeuw. “Whether it’s troubleshooting, cheerleading, or brainstorming—the UROSPOT team has your back.”
With her background in media and communications, Sarah Evans was the quintessential picture of success for women in business. “We had one child, and we were planning on having another,” says Evans, “and I’d reached the top of my career in terms of where I wanted to be.” But as she considered more senior positions in her broadcast career, running out of work at 5:30 p.m. would become more difficult as they planned to bring another child into the mix.
“I wanted to have a more flexible lifestyle where I could work around the children, and I always wanted to have my own business,” says Evans. For someone like Evans, who always kept a list of potential business ideas in her head, franchising with WAXON Laser + Waxbar was the
MNP is proud to recruit and empower local teams that embody our values of inclusion, diversity, and belonging. Angela Lyrintzis, a Partner in our Assurance and Accounting Services group, is an ambassador for those core values.
Angela works closely with franchisors and franchisees to understand their challenges and delivers personalized solutions to help them achieve personal and business goals.
Starting as a client in the business, Evans had personal experience with its model. She raised her desire to open a franchise with her husband, who recommended she approach the franchisor about the opportunity.
The stars aligned: when she went in for an appointment shortly after, there was a sign seeking franchise partners, prompting her to reach out. Now, she has a location in Vaughan, Ontario, with two other locations opening in Toronto and Mississauga later this year.
Evans’ drive for success aligns with WAXON’s focus on doing one thing very well. “We’re not your typical spa; we specialize in one thing and one thing only, and it’s hair removal,” says Evans. “Because we specialize in that, we’ve become masters of that craft.”
The benefits of franchising with WAXON are that it’s a small company. Evans, as one of the original franchise partners, has seen the head office team grow and become increasingly receptive to the feedback and suggestions of its network of franchisees. “It’s a collaborative effort,” she explains.
As for challenges, issues with staffing persist. “That seems to be the number one challenge, regardless of what industry you’re in,” says Evans.
Given that WAXON exists in the esthetics sphere, where 70 per cent of services are below the belt, femalecentred workplaces are par for the course at WAXON franchise locations. But the excellent service that clients expect from their waxologists is less about their gender, according to Evans, and more about their discipline when seeing someone in a very vulnerable position, not dissimilar to a hairdresser or barber.
The approach to attracting and keeping clients is not unlike the initiatives the franchisor creates to attract new franchisees.
“It’s about creating a culture as well, within the stores,” says Evans. “We want to create a place that’s very uplifting for women, where it’s a team environment, where we’re empowering each other.” The impetus of team empowerment and shared success spreads to clients and potential owners alike.
Learn more at LookforaFranchise.ca
If you’ve ever considered opening a franchise with a family member, it’s important to take a number of factors into consideration—everything from strengths and weaknesses to methods of managing disputes takes on added significance when dealing with family members. These franchisees who work with family share their secrets.
In the beginning, friends advised Heather against mixing family and business. “When we started in 2014, several well-meaning friends said doing business with family members can only lead to disharmony and, very often, breakdowns in family relationships. I am happy and confident to say this is not the case with us.”
When Heather Martin, a franchisee with Comfort Keepers in British Columbia, returned to Canada after working in the U.S. for 18 years, she wanted a job that involved helping people.
“When the Comfort Keepers opportunity became available, I felt this would be the best of all worlds—help people, while getting paid for doing so. The added incentive was it was part of a franchise. Since I was venturing into a different field, I had an entire system to help and support me in this journey.”
Martin started franchising in 2009, with her brotherin-law, Ken Martin, joining her in 2014. Her sons—Roger and Ethan Martin—have now entered the business, which has grown to cover B.C.’s lower coast from Abbotsford to Vancouver and the city of Victoria, leaving the family with seven territories in total.
Heather loves the franchise’s great support. “You’re supported all along your journey by people who know and understand the industry and business.”
She says the key to harmony is playing to each other’s strengths. “At the start of the relationship, we had clearly defined roles and stuck to that. We defer to the person who handles a particular role for any decisions required on that aspect of the business. That helps us maintain a harmonious business and personal relationship.”
She says diversity in franchising is great, especially for those new to Canada who may not understand the cultural differences, which is something a franchisor can help with.
As far as success with family members goes, Heather notes that “it’s amazing if you can support your family members in their path to success, rather than just any business partner. You need to be cognizant of their and your strengths and leverage that to make the business a success. Don’t let personal family issues cloud your business decisions. You’re in this as a team.”
“Ilove seeing Ben all the time,” Jessica Voo says of her brother. “Growing up, we’ve always been there for each other. With our adult lives, we had our separate things and didn’t really see each other.”
The siblings, now in their 30s, are franchise partners of two Minuteman Press locations in British Columbia and see each other every day.
Ben Voo, who previously owned several Chevron gas stations, purchased his first Minuteman Press franchise in 2016 in Vancouver. Jessica, who previously worked at Starbucks, joined him in 2019, and the pair purchased their second location in December 2022 in New Westminster. “It’s nice to be with family achieving the same type of goals,” explains Jessica.
Minuteman Press is a printing franchise with nearly 1,000 locations worldwide. “The support from head office has always been tremendous,” says Ben. “The software allows us to bring in customers, track what they’re ordering, quote, invoice, then be able to train our people with the same system. We can also reach out to other owners in the system.”
Jessica says the franchisor has a mindset of continuously improving the system. “That’s in line with where our franchise wants to go.”
Ben says that although he and his sibling work well together, they don’t always agree. “There are definitely days of shouting matches but we both have solutionfocused mindsets. Franchising with a family member, the trust comes a little bit easier, rather than with a complete stranger. With Jess, I know what she wants to do with her life.”
The two, who were born in Malaysia, say diversity in franchising is vital. Jessica says growing up as an immigrant “puts the world into perspective. I think you approach things differently. You see what’s important, what really matters at the end of the day.”
To prospective franchisees thinking of franchising with a family member, Jessica says, “There has to be a level of trust between family members. If your viewpoint is to be working together, it can’t come from a selfish place.”
As Ben says: “You win together, and you lose together.”
Learn more at LookforaFranchise.ca
Jessica and Ben Voo Minuteman Press International
“There has to be a level of trust between family members. If your viewpoint is to be working together, it can’t come from a selfsh place.”and Aditi Shourie Pet Valu
It’s one thing to have canine customers barking, but shouting matches aren’t something Gautam Shourie and his wife Aditi have to worry about as partners. “There is always someone to hold your back,” says Gautam. “So the support factor is there, physically, mentally, and emotionally.”
The two arrived in Canada from India in 2005. Both had experience in the banking world but needed something with better hours that was more lucrative. Gautam discovered Pet Valu through a friend.
The in-store experience, and the fact that both were also pet lovers, sold them on franchising. “We shopped at various pet stores and experienced their customer service, employees' dedication towards others' pets, and personalized service and products,” says Gautam.
The two acquired their first Pet Valu franchise in 2011, and now have five stores, with aspirations to purchase a sixth. The only short-term goal is to retain employees, a major hurdle due to the impact of the pandemic.
Gautam says he likes the continuing support he receives from the franchisor and from its marketing teams. “Owning your own business is exciting and rewarding, and franchising helps you minimize the risk and maximize the opportunity. I have more control over my success.”
As for diversity in franchising, he says diverse workplaces tend to bring a variety of perspectives, enabling businesses to get a clearer picture of their customers.
“People of all races, ages, and backgrounds can breathe new life into the franchise industry,” says Gautam. “An inclusive and diverse environment allows for wider perspectives to be integrated when brainstorming, problem-solving, and developing new ideas in business.”
As for the couple working together, Gautam says, “She works with me, and I work with her. This way, we know each other's strengths and weaknesses. Whenever we need an extra pair of hands, my boys stand with us and work at the store.”
Still there are challenges. “Some days are filled with arguments and disagreements. But things can get cleared with discussion. The most important factors to take into consideration are trust in each other, freedom of decision and discussion, as well as respect for each other.”
Learn more at LookforaFranchise.ca
“The most important factors to take into consideration are trust in each other, freedom of decision and discussion, as well as respect for each other.”
Family-owned businesses are an integral part of the Canadian franchise marketplace.
n Statistics Canada’s most recent data on familyowned enterprises shows that family businesses employ 6.9 million people across the country.
n Family businesses account for 63 per cent of all private sector firms in Canada.
n According to PwC’s Family Business Survey 2021, advancing digital capabilities is key to the growth of family businesses in the coming years.
n 45 per cent of respondents say increasing nextgen involvement in decision-making is key in the next two years.
n 95 per cent of under-45s think it’s important for a family member to take over, while only 65 per cent of older family members consider this important.
With succession planning comes a focus on sustainability as business owners seek to create an enduring asset for their families.
n 44 per cent of Canadian family businesses believe they have a responsibility to fight climate change.
n 50 per cent say there’s an opportunity for younger generations to lead the way in sustainable business practices.
n Family-owned businesses can have more longevity as well: 70 per cent of family-owned enterprises in operation in 2007 were still in operation in 2013, compared with 65 per cent for non-family businesses.
In addition to managing TWO MEN AND A TRUCK locations across Saskatchewan, this husband-and-wife team has three kids—which makes for a pretty busy life. But Ijeamaka and Joyce Ojeifo, who run the franchise out of their Saskatoon location, with another location in Regina, say it’s all good.
Joyce, with a human resources background, and her husband Ijeamaka, with an IT background, love working together. “It’s been a great experience,” notes Joyce. “I know his vision and passion. We put our strengths together to make this a success.”
The two acquired the territory in 2019 and love the support system. Having started their own businesses in the past, the franchise model has an extra appeal.
“The reason I moved into franchising is I’ve started some businesses prior—some failed, some succeeded,” says Ijeamaka. “The success rate of franchising is higher than starting your own business.”
Ijeamaka says the benefit of working with his wife is “the ability to share our knowledge. We encourage each other.”
But having both parents working long hours in a thriving franchise can create strain on the family. “That posed challenges in running around to take them to their
games,” says Ijeamaka. “That’s a challenge, especially for young families.”
Originally from Nigeria, Ijeamaka says diversity is important in franchising. “You are able to pull the richness of the culture of different peoples working with you together. It’s their contribution, their line of thought, there’s richness to be had when you have a diverse work force.”
“I think my way of doing things is rubbing off and I’ve learned so much from the Canadians,” Joyce agrees.
For people thinking of working with a family member, Joyce offers a piece of advice: “You need someone who has drive like you, someone you know you can work with very well, someone with the passion to try the vision you have.”
“There’s a saying,” she adds. “The enemy you know is better than the enemy you don’t know. It has to do with trust and patience. It’s more rewarding and interesting for family members to come together.”
Learn more at LookforaFranchise.ca
Ijeamaka and Joyce Ojeifo TWO MEN AND A TRUCK Canada
“You need someone who has drive like you, someone you know you can work with very well, someone with the passion to try the vision you have.”
is pleased to present a Special Franchise Focus on
Just when it seemed like contractors could take a breather, another wave of reno-ready Canadians has cropped up. Home renovation services were booked and busy through the COVID-19 pandemic, as people noticed that their interiors could use some sprucing up.
While that pandemic effect has worn off, rising housing costs and inflationary pressures are causing homeowners to find housing affordability by moving to coastal and rural regions, or to stay in place and make updates around the house to create additional value and extend the enjoyment of their existing spaces.
As such, home service businesses are expected to grow through 2023. Prospective franchisees can find a range of opportunities in industries aligned with their
interests, from providing inspections and upgrade jobs like painting, to full-fledged home makeovers through deckbuilding and flooring upgrades.
Meanwhile, eco-minded consumers’ desire for sustainability has led to an influx of smart home devices and the growth of renewable energy usage.
When fixing up existing housing isn’t an option, Canadians are moving away from cities and toward coastal regions, with StatsCan data revealing net migration losses in three major census areas.
From maintenance issues to moving services and efficiency upgrades, there’s a lot required to meet homeowners’ needs, and a lot of opportunity for prospective franchisees. Read on for statistics and information highlighting the growth of the home services industry.
Canadians looking for better value for their money are relocating. Recent relocation statistics show that Canadians are on the move from census metropolitan areas (CMAs) to smaller locales.
The most recent census data shows that 325,000 people moved out of Toronto, with 93 per cent moving to smaller towns and cities in Ontario.
The Vancouver CMA lost
65,000 internal migrants to BC cities like Chilliwack, Kelowna, and Courtenay.
Similarly, Montreal’s CMA lost
145,000 internal migrants, with 83 per cent moving elsewhere in Quebec.
As for reasons why Canadians are moving, survey respondents do so for work or lifestyle changes:
Provincially, most movement has been out of
with the majority going to BC and Quebec.
50 per cent of Canadian survey respondents say that 100 kilometers is the maximum range for relocation:
56 per cent say that moving to a different neighbourhood would be one of the top three sacrifices made for more affordable housing.
38 per cent would move to a different province or region regardless of distance.
Moving services franchisees can take advantage of this movement by positioning themselves in territories beyond major cities and offering quick solutions for downsizing individuals and families.
Marriage or kids: 42%
Relocation for work: 3%
Family downsizing: 20%
Franchise in a sustainable future
Great unit economics
Highly scalable model with no revenue limit
Strong sales and marketing package
Make a meaningful difference in your community
When’s the last time you heard a news report about your electricity provider reducing the cost of electricity or giving you a discount?
Better question: when’s the last time you heard a news report about your electricity provider applying to the government for a rate increase so they can charge you more?
As a society, we keep adding more and more demand for electricity. Heat pumps, electric vehicles, smart home gadgets, electric stoves, and other appliances keep on adding to that demand. Compounding that extra demand with continuously increasing prices means consumers are feeling it in their wallets even more.
With homeowners feeling the pinch, they’re looking into alternative options like adding solar panels to their homes. Solar panels can play a large role in reducing energy needs from the grid and help the consumer lock in a low fixed price of electricity (cost of the system) vs having to worry about when the next price increase is going to come from their electricity provider.
The sticker shock of solar is a thing of the past. Prices of full turnkey solutions for homeowners are typically no more than the price of a new car. Like new cars, they come with attractive financing options and rebates!
The federal government currently offers two attractive incentives to go solar. The Canada Greener Homes Grant offers a rebate of up to $5,000 off the price of a system and the Canada Greener Homes loan offers up to a $40,000 loan on a 10-year, zero per cent financing term. That’s like free money!
Provincial and local incentives exist in a lot of markets that your clients might benefit from as well. It’s important to do your research in your local area to find out exactly how many different opportunities exist that help homeowners.
So where is your client going to find the money to pay off the loan?
The savings on their electricity bill each month. The system is typically sized to offset your electricity bill, thus making it really easy for them to find the money to pay off the system.
The real benefit of the Canada Greener Homes Loan, from an installer’s standpoint, is you know
the homeowner is approved well before the system is installed, and you collect the money in lump sum payments when they get it deposited from the government. There’s no need to be concerned about collecting it in monthly payments over 10 years, or losing out on the whole cost of the system because they don’t have the money once it’s installed.
Just think about this sales pitch: “Hi Jack and Dianne. Are you frustrated with your electricity bill? What if I told you that we have a solution to your problem that pays for itself through your savings and after it’s paid off, you won’t have to struggle with a large electricity bill.”
We now have a product that solves a homeowner’s problem, has a high ticket price of between $20,000 and $30,000+ with an affordable way to pay, which now makes it a smart purchase for a large proportion of homeowners.
Did you know there are 7,500,000 single detached houses in Canada?
In P.E.I., there are 41,000 single detached houses. Sunly opened its operations exclusively in P.E.I.
in August 2019. Since then, they’ve installed 1,570 systems (as of February 2023). That’s 3.8 per cent of ALL single detached houses in P.E.I. over just 3.5 years.
Let’s just assume one per cent of all single detached houses go solar in Canada. That’s 75,000 houses! With an average price of a solar system at $22,500, that means a low estimate of the market potential is $1.69 billion.
So why does the franchise model make the most sense?
Going local with national support is the hidden key to unlocking the true market potential of solar. There are currently two players in the solar market. The “mom and pop” shops that grow out of an idea by an electrician or roofer who decided to expand their business, or the large companies that try a one-size-fits-all approach.
Why don’t the “mom and pop” shops work?
Have you reached out to any home renovation service providers lately? How quickly did they follow up with you? Were you always the one calling them, trying to figure out if they were working for you at all? The challenge with smaller businesses is that they struggle to juggle lead management, sales, project management, handson installations, and afterservice.
Why doesn’t the one-size-fits-all corporate model work?
Every city has different permitting rules, every electricity company has their own processes around connecting to the grid, and every region in Canada has different demographics and ways to speak locally. All of those things pile up, inflating costs and increasing the difficulties of managing all that knowledge to truly be successful in all of the small
markets. So these companies tend to stay away from residential markets and focus on those big commercial opportunities instead.
The Sunly franchise infrastructure was built to be robust enough to handle the scale of the demand with the ability to be agile enough to change to each local market as it evolves. By investing in a Sunly franchise, you get access to a recognizable brand, well established and effective processes, and support on best practices when installing.
There’s no worrying about delayed lead follow up, as the national call centre takes care of all the groundwork for the franchise. Sunly takes care of timely follow up with potential leads and proposal design built to be highly effective so you can focus on the selling! The project management infrastructure is designed to be modified for each market, and the installation process has been refined from the experience of thousands of installs.
The franchise couples these foundations with its local knowledge and relationships to be highly successful
in all small markets across Canada. Local franchises know the names of individuals at the permitting offices, the electricity companies, and all their passionate team members. Everyone involved becomes more invested and committed to success. Knowledge about and passion for your community make all the difference between doing just okay and truly becoming successful.
There’s a huge upcoming demand for solar across Canada. Homeowners are looking for a way to reduce their electricity costs. Solar systems have affordable and realistic payment options for the everyday homeowner. There’s a great opportunity for an investor to build a long-term, sustainable, and profitable solar business.
With the support of a well-defined franchise process like Sunly’s, franchisees can take advantage of the Sunly way to grab that opportunity. Use the brand, call centre, processes, purchasing power, and installation experience to truly set yourself apart in the market.
Grow the solar community today. Become a part of every homeowner’s solution! n
Real estate has and will always be a crucial factor to the North American economy. Housing plays an essential role in building our vital communities. At Carson Dunlop, we help you build a lucrative and personally rewarding business in a $3 billion inspection industry, allowing you to play a distinctive and meaningful role in any real estate transaction.
When you partner with Carson Dunlop to grow your business, you instantly gain the prestige and expertise earned thanks to 40 years of industry experience. We were setting the gold standard for inspection practices long before it was an established part of the buying process, and now we’re here to partner with entrepreneurs across Canada to help them succeed.
Founded in 1978 by Alan Carson, Carson Dunlop is the leading inspection education and training provider for inspectors in North America, earning partnerships and endorsements from esteemed institutions. We’re also leaders in inspection report-writing solutions, our Horizon software being the preferred program for thousands of inspectors and real estate agents. Franchising was a natural next step for us, and joining Carson Dunlop just makes sense.
With a Carson Dunlop franchise, you’re never on your own. We provide the tools to keep you on track with running any aspect of your business. Our professional staff is always available to help you with
general business topics, inspection questions, marketing projects, and more. Carson Dunlop has the most accessible corporate staff of any inspection franchise, and we’re available to help seven days a week. Our full-time, dedicated marketing team of copywriters, graphic and web designers, social media specialists, and certified business coaches is here to help develop custom marketing materials and strategize to help you reach your goals. Collaborating with us means landing clients based on brand recognition and consistent PR. As a franchisee, you’ll belong to an extended support network of inspectors in every stage of their career. In addition to ongoing staff support, you’ll benefit from the experience of your fellow inspectors, who help mentor you through the process of building your business.
Diversification is our top priority. While most franchisors focus on residential inspections, at Carson Dunlop, we encourage you to broaden your efforts with commercial inspections. We also train you in more than 20 types of inspections, including an array of residential services, field service inspections, and more. With our low-cost, nobrick-and-mortar-required business model, you’ll be learning new skills and turning a profit quickly.
The current housing market has created a tremendous opportunity for those with long-term perspective. Home inspection and the knowledge the profession provides to homeowners is an essential ingredient to maximizing a home’s value. Carson Dunlop has persevered through countless real estate cycles over the years. We help you develop the skills and relationships that will set you up for the coming rebound in real estate. In fact, many of our top-producing businesses were founded during the 2008 housing market downturn. Carson Dunlop businesses are resilient, diversified, and designed to withstand any real estate climate.
Our inspectors come from diverse industries and career paths—from corporate executives to dentistry. No matter your background or professional experience, Carson Dunlop equips you with the knowledge, skills, and confidence you need to start your business. Our ideal candidate is simply someone who is community-driven, dedicated to education, communicative, and highly motivated to succeed. We’re proud to offer a 20 per cent discount for former military and first responders.
Rather than go it alone, join an existing inspection firm with a proven track record and help keep our communities safe—one home at a time. n
To learn more about your inspection career with Carson Dunlop, request your free information packet at www.carsondunlopfranchise.ca/cfa.
“THE REAL ESTATE WORLD CHANGES QUICKLY, AND CARSON DUNLOP FRANCHISING DEVOTES THE TIME AND RESOURCES TO STAY AT THE FOREFRONT.”
– Alan Carson
Let’s Get Moving is franchising its professional moving services model, providing peace of mind from point A to point B
When it comes to moving your prized possessions, leave it to the experts. Let’s Get Moving is a moving and packaging service company that specializes in transportation for commercial and residential moving. Best of all, we’re looking for new franchisees.
We have two components to our franchising business. The first is the back-end, which is for marketing and booking moving jobs, and the other is the front-end: executing the services. We introduce you to our marketing workflows with our thirdparty partners and book jobs for you, in addition to handling incoming calls at our call centre.
key team members, tour the facility, and are briefed on the standard operating procedures and the business model. After that, the franchisee trains at their location, becoming familiar with the tools and other areas of the daily business operations with members of the franchisor representative team. This ensures that the franchise is set up and running smoothly. Additional training includes certification and refreshers, and can help franchisees focus on the goal of franchising.
financial freedom after five years with our proven methods.
Prospective franchisees should be team players who have excellent time management and decisionmaking skills, and it doesn’t hurt to have some experience with financial and operational management.
Our sales department uses a proprietary lead-generation system to keep franchisees booked. This sets us apart from many moving companies. On the front-end, we provide training on job completion and providing the services properly. Training isn’t a one-off situation either. It starts with a week at the headquarters where new franchisees meet
We also provide training for hiring and labour retention, so franchisees can build their departments to their exact specifications. Continuous support is provided seven days a week and, for additional support, the head office team is always a call away.
Franchisees have an integral role in the success of the brand. Our franchisees are the face of the brand and they are vital to our growth from being a domestic company to an international giant. Plus, along with our seven-days support and hands-on training, franchisees get
Let’s Get Moving has an established growth plan for the next five years including ramping up to 100 locations across Canada and becoming an international presence by 2025. We need franchisees to help us achieve our goals on our path to get there. We measure success by evaluating franchise location’s finances on a quarterly basis, onboarding an in-house marketing team, and implementing new systems to create more efficient systems. n For more information about franchising with Let’s Get Moving, please visit LetsGetMovingCanada.com/Franchise
But, between a hot real estate market, inflation, and economic uncertainty, many Canadians are putting their relocation plans on the backburner, preferring to renovate their existing homes instead.
Home improvement industry sales are projected to reach 65.1 billion in 2023 , according to Statista, up from 52.5 billion CAD in 2020.
But the increasing cost of materials and labour, which are forecast to increase through 2023, are impacting this.
More owners are renovating and reinvesting, rather than moving: As of June 2022, 84 per cent of homeowners plan to stay put, up from 56 per cent in March
A 2022 report says 53.6 per cent surveyed are still moving forward with home renovations, and they’re investing more cash in home renovations, a trend expected to increase over the next 12 months .
One-in-five Canadians visit home improvement and DIY stores monthly. When it comes to renovation spending, more investment goes toward indoor renovations: about $13,000 was spent in 2022 (up from $8,260 in the previous year)...
…with an average of $6,600 invested to enhance outdoor living (up by $2,000 over last year).
Looking ahead, homeowners who plan on upgrading will spend an average of $25,222 , nearly double the spending of the past 12 months.
A survey of Canadian homeowners say these are the indoor renovations planned for 2023:
House painting: 25% Landscape design: 23%
Bathroom renovation: 20%
Patio/ deckbuilding: 20%
New or refinished flooring installation: 15% Fence installation: 13%
Kitchen renovation: 13%
...and these are the outdoor renovations planned for 2023: (HomeStars 2022 Reno Report)
Structural additions (garages, sheds, pergolas, and gazebos): 13%
New appliance installation: 11% Firepit installation: 7%
Unplanned and emergency repairs are also a lucrative asset in the home services sector, impacting 59 per cent of Canadians surveyed in 2022. Here’s what emergency repairs respondents have made in the past year:
Appliance repair: 16%
HVAC repairs (furnace, AC): 13%
Pest control: 10%
Meanwhile, smart-tech updates continue to take hold, with 67 per cent responding that at least one smart product has been used in renovations in the past year:
In addition, Canadian homeowners tend to agree that sustainability is an important factor when choosing materials for renovations, with 78 per cent of homeowners reporting that sustainability was important to them when renovating. Renewable resources are also a hot topic in home services.
Renewable energy like wind, solar, and energy storage grew by 10.5 per cent in 2022, according to the Canadian Renewable Energy Association (CanREA)
Globally, solar energy costs have declined 90 per cent since 2009. In Canada, solar energy capacity grew by 25.8 per cent in 2022 and there are currently 196 major solar energy projects producing power. Along with Canada’s plan to achieve net-zero emissions, the market for renewable energy is growing.
CanREA is forecasting the addition of more than 2 gigawatts of new solar energy generation capacity through 2025, enough to power about 600,000 homes.
There are many advantages to consumers generating their own on-site solar energy, including:
Increased energy independence for individuals; Savings for households and businesses, because less electricity needs to be purchased.
When it comes to seeking out professionals and finding rates, 81 per cent of homeowners respond that they usually research pricing before hiring a professional for major renovation projects, such as a kitchen remodel.
The top three methods of sourcing or researching professionals to hire are:
Used them previously :
The following home improvement upgrades create the most value: (Royal LePage Home Renovation ROI report)
Housing costs are leading homeowners to spend on renovations, rather than moving, and taking advantage of grants and tax credits to make upgrades to existing houses:
Natural Resources Canada offers a series of retrofits as part of the Canada Greener Homes Initiative, including grants of up to $5,000 and interest loans up to $40,000.
There’s more funding options, like the multi-generational home renovation tax credit which became available on Jan. 1, 2023, which provides a 15 per cent tax refund for renovation costs up to $50,000.
The subsidy allows clients to spend more on renovation jobs.
But cost concerns remain:
Rising costs of materials: 41 per cent chose to pause renovation plans; but 75 per cent intend to continue projects within the next year. 80 per cent of homeowners surveyed reported paying through cash on hand or from savings.
The home services sector has lots of potential for repeat customers: 75 per cent of homeowners surveyed who completed renovations in the past 12 months intend to do so again in the next year.
When it comes to funding home improvement projects: 63 per cent of homeowners who are going ahead with renovations say they would use savings for these projects . 21 per cent of homeowners would take loans from banks and other external lenders to pay for renovations and upgrades.
(Sources include: Home improvement industry sales in Canada from 2010 to 2020, with a forecast for 2021 to 2023 ; Jobber Home Service Report November 2022; HomeStars Reno Report 2022; Royal LePage's Home Renovation ROI Report; Royal LePage's Home Renovation ROI Report Data Chart; De-bug these data: the numbers on pest control in Canada’s buildings, Financeit consumer report 2022 results; Eligible retrofits and grant amounts; By the Numbers - Canadian Renewable Energy Association; Housing Affordability in Canada: 2022 RE/MAX Report)
Experienced multi-unit owner Russ Arthurs rose to a new challenge as a Boston Pizza franchisee through a franchise resaleBY JOELLE KIDD
Prospective franchisees know there are many decisions to be weighed when looking to buy a franchise. You may have done the work to make sure you’re ready to start your own business, maybe even decided on the concept that’s right for you, but one question remains: new build or resale?
Well, that all depends, says Russ Arthurs, the owner of a Boston Pizza location in Ottawa. “[It] depends on the opportunity, and on the ability to grow.”
With a year under his belt as the full owner of his Boston Pizza franchise, purchased through a resale, Arthurs has done just that, bumping sales up 40 per cent and scoring Boston Pizza’s most prestigious franchisee award, with his location ranking among the top 15 in Canada in 2021.
The road to a resale
Arthurs and his wife moved to Ottawa in 2005, after living in the United States for many years.
There, Arthurs had run several non-franchised businesses, but after returning to Canada, he invested in a retail franchise.
“We did that for 15 years and were up to five locations, so we had some success with that,” says Arthurs. “We were kind of looking for new challenges.”
He was approached by Boston Pizza International about a franchise opportunity outside the city. While Arthurs decided against that original location, he was drawn in by the Boston Pizza concept.
“What I liked about it was so many different options all under one roof. We have family dining on this side, we have a sports bar on the other side. We have delivery, we have takeout. [...] We can really be all things to all people,” Arthurs says. “What I liked about the concept as well was we can feed and host a diverse population. We have halal items on our menu, we have gluten-wise items on our menus, we have vegan options.”
At the time, “I didn’t have the experience in restaurants [...] I knew there would be a learning curve,” he notes. Choosing a resale opportunity would present a chance for Arthurs to learn the ropes of the restaurant industry, benefitting from the previous owner’s mentorship and expertise, while bringing his own marketing skills to the table.
“I came across an operator here, very close to my home, that was possibly looking to exit. We had discussions and talked about, with my background in sales and marketing, where I saw an opportunity at this location to increase sales,” he explains. “They had very good operations expertise [already]. So we bought in as a partner, with the goal to eventually buy the owner out, over time.”
This plan was a win-win: it gave Arthurs time to learn the nuances of both the restaurant industry and Boston Pizza specifically, and his plan to increase sales meant
the previous owner would be selling a higher-value business when Arthurs fully bought him out.
New franchisees joining the Boston Pizza system go through a due diligence process to make sure the prospective franchisee is a good fit and has both the finances and skills to be successful.
For a resale, after this approval process, the franchisee can negotiate a sale with a current franchisee who’s looking to sell their business. Once they’ve come to an agreement, it goes back to the franchisor for approval. Once Arthurs had completed this process, as well as the necessary training at one of the brand’s corporate centres in Toronto, he was ready to jump into the business with both feet.
It was March 2020.
“[We] signed the deal, had no idea what was coming, and the first week was glorious,” he says with a laugh. “It was a great learning week—I was learning to make drinks in the bar—and then all of a sudden we were closed, and I was sitting in an empty restaurant staring out the window, wondering what the heck just happened.”
Despite the sudden unpredictable challenge of COVID19, Arthurs and his team persevered, ramping up takeout and delivery. Happily, they continued to enjoy support from both the community and the franchisor, and eventually came back to indoor dining stronger than before.
Speaking to Franchise Canada on the one-year anniversary of taking over full ownership of the location, it’s clear Arthurs is enjoying his role as a Boston Pizza franchisee.
“Having been in franchised businesses before, I’m very pleased with Boston Pizza as a franchisor. The support they provide is second to none,” he says, noting how he loves that the franchisor “looks at us as partners, not just a royalty or revenue stream.”
Arthurs brings this care to the customers served at his restaurant, from individuals in the community to the sports teams and corporate groups that come through. “We provide a great atmosphere,” he notes, whether the
sports bar—where guests can win prizes cheering on their team—or the laid-back, family-friendly dining room.
For Arthurs, running the restaurant is a family affair— his wife, who has a full-time corporate job, helps out on Friday nights, and three of his four children work in the restaurant. “Many of our guests, our regulars, know my whole family,” he says.
Boston Pizza franchisees can take different approaches to how hands-on they want to be in running their location, Arthurs notes. “Some owners are hands off and have a very good management team running it for them. Other owners are there every day running it themselves, basically operating as a [general manager].”
Arthurs’ approach is to support his management team while taking on a front-of-house role, as well as doing outreach in the community to help bring in more guests. “I joke that my job is to bring them here the first time, and [the management team’s] job is to keep them coming back, as happy guests, over and over,” he says. He makes use of his community connections from years of coaching sports and business ownership in the area to get his business out there.
People “like the consistency” that Boston Pizza provides as a longstanding Canadian brand, Arthurs says, noting the company has been around for more than 50 years—the original restaurant opened in Edmonton, Alberta in 1964.
“We had a couple come into our restaurant last summer that had attended the first Boston Pizza in Edmonton back in the 1960s,” Arthurs recalls. “They ordered the Boston Brute sandwich, and the gentleman—who’s now in his eighties—said it tasted the same today as it did the first time he had it.
“That earns people’s trust, over the years.”
This trust, built by consistency, is crucial for a new operator, Arthurs says. “Confidence from your guest is paramount. That’s what attracted me to the brand. When you have history and quality on your side, you’re usually in a really good place. You just have to execute it on a daily basis.”
As his business continues to thrive, Arthurs says he’ll be looking to open additional Boston Pizza locations in the future.
Those may be resales or new builds, depending on the opportunities that arise. Arthurs’ resale rule of thumb is to look for an opportunity where he can bring value. “What I like to take on are places that I can improve and add value to. If it’s a fully functioning, perfect restaurant, you’re going to pay full value for it. I like to take on challenges of places that I know, if I put my family’s stamp on it, we can improve sales.”
For prospective franchisees considering a resale, Arthurs’ advice is to do as much due diligence as possible—but don’t just stop at the balance sheet and income statement. “You want to look at emergent trends in your market—is your market growing or shrinking?”
Unlike with a new build, the age of the building you’re buying is a factor, he notes, and a building inspection is an important part of due diligence. “Factor in those projected future costs that may not appear now on the current income statement.”
The biggest mistake a resale owner can do is “mess with success,” he points out. “Don’t come in and change everything—why reinvent the wheel when there’s a successful plan? Just learn, learn early on, and then just start tweaking as you [see] opportunities for growth going forward.”
After all, the sum of the business is more than what’s on the budget sheet. ‘It’s not just about the history of that business [...] it’s about what you can do with it.”
While most entrepreneurs choose to kick off their franchise careers with the purchase of a single franchise unit, there are many owners who further their franchise careers through multi-unit ownership.
This can take different forms, from multiple units within the same system or across different brands, to master franchising and area development. We introduced these different formats in part one of our multiunit franchising series.
While part one of this series explored multi-unit franchising from a legal perspective, this installment examines the accounting side of franchise expansion, with insights provided by Lyn Little, partner at BDO Canada LLP, which provides accounting services and support for the franchise industry. If you think you’re ready to take the plunge into multi-unit franchising, you’ll want to ensure you have the following framework in place to make a smooth transition. Read on to learn more!
A major draw of franchise expansion, notes Little, is the ability to scale what you’ve already learned from the first business. “Skills and knowledge from one unit can translate into success in additional units,” she explains. “For example, an owner may be able to identify the underlying causes of success in one unit which can be applied to other locations, to improve overall operations.”
At the same time, if one unit is facing challenges, you’re in a better position to ride out that tough period through the profits of a separate location.
From an investment standpoint, Little explains, “Canada has a multi-layered tax system, where a portion of
taxes are paid on income in a corporation, and an additional layer of taxes is paid when the income is ultimately paid out to the shareholder. Thus, multi-unit franchisees can take advantage of the tax deferral by leaving funds in a corporation to invest in new units, rather than investing money where the personal tax has also been paid, leaving less funds available to invest.”
Owners of multiple units can also build stronger relationships with the franchise head office team, which can correspond to more influence with both the franchisor and any suppliers. Strengthening those key relationships can put franchisees at the forefront of any future decisions made within the system.
First and foremost, franchise expansion is a costly endeavour, so you need to be prepared for a large cash investment. You can also expect changes to your operations. For example, once you’ve expanded beyond a single unit, you simply won’t be able to invest the same amount of time into all units. This means you’ll need to hire trusted operators and support staff to run the day-to-day operations. For those who invest in multiple units within the same brand, there’s also an increased risk if an issue arises with the system, whether it be a result of a regulatory change or overall industry downturn.
Little also notes that you’ll need to “consider the available geographies and locations to see if they’re a fit with the current unit.” For example, if the only available territories aren’t in a nearby region, it’s going to be difficult to create an efficient operating path forward.
“Timely, consistent reporting is very important when managing multiple units,” says Little. “If reporting isn’t timely, this potentially means operations can go off the rails for a longer period of time, or that there’s more time for the misappropriation of assets.”
It’s also important to review key performance indicators (KPIs), looking for outliers, trends, and opportunities for improvement, and to keep a close eye on cash flow.
“Cash flow forecasting will be key to managing some of the large cash outflows when starting or acquiring new units,” explains Little. “A strong understanding of the current cash situation of the operations as a whole is very important.”
Since a multi-unit owner can’t always be at each location, it’s important to note that there’s an increased risk of theft or fraud that comes with expansion. Keeping proper track of financials and comparing these numbers across units and over time can help to quickly identify any issues before they get out of hand.
It’s important to have consistent information across all units, as issues can arise if there are different bookkeepers for different units, notes Little. It can also become overwhelming for a single bookkeeper to manage multiple units. That’s where outsourced help can be beneficial.
“Franchisees can engage with outsourced bookkeeping providers that can scale up with franchisees, and provide timely, consistent, and comparable financial information,” says Little.
She advises multi-unit franchisees to ensure they have the proper accounting structure in place. When establishing this framework, you should consider both long-term goals and short-term opportunities from a tax perspective. “Structuring can help with renumeration for multiple owners and make reporting to external users like banks, investors, and lenders more straightforward.”
While some owners may have lofty plans for multiple units before they even get started, Little suggests it’s a good idea to first find success with one franchise unit before embarking on an expansion plan. At
the very least, franchisees should have a strong understanding of the industry they’re looking to operate in. It’s also important, explains Little, to recognize the different approach required in shifting from an operations to an oversight role in managing multiple units.
“The franchisee should examine what the change will mean to them and how they interact with their current unit. They should have a solid team around that they can rely on, as their attention will be pulled in various directions.”
If a franchisee is currently experiencing success as a single unit owner, understands the implications of expansion, and is ready to embrace a new challenge, they just might be ready to bring more units into the mix. Above all else, notes Little, “the franchisee should be excited about the brand, the industry, and its future.”
It’s also crucial to consider the following traits that are required in multi-unit owners:
According to Little, you should be able to plan ahead, with a vision for the next five years, and should be able to look at things from a high-level perspective. You’ll also need to have strong financial acumen (with a strong understanding of financials and KPIs of your current unit) and strong management skills. You also can’t be a micromanager, as you’ll need to trust others to operate key aspects of the day-to-day business without you present.
Once you’ve considered the pros and cons, carried out your self-assessment, and are ready to bring your passion to an exciting new endeavour, you may just be ready to embrace franchise expansion!
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If you’re looking to join a franchise that can support other businesses so they can better connect with their customers, then you’ve come to the right place. The businessto-business brands outlined throughout the following pages help businesses operate to the best of their abilities by addressing a wide range of business needs, from human resources and leadership training to marketing assistance, office maintenance, administration, and more. Read on to discover more about these franchises that are helping business owners find success in their local communities.
Today, more than ever before, small-to-medium business owners need education and coaching services to help them flourish as members of their local economies. ActionCOACH is focused on doing just that by building a community which serves more than a million business owners worldwide. Being an ActionCOACH franchisee means being part of this business transformation movement. As part of the world’s largest business coaching franchise, with 25-plus years’ experience and tens of thousands of happy clients, ActionCOACH is now expanding across Canada and looking for entrepreneurs to open their Business Coaching Firm. If you have what it takes to build a team of business coaches, learn more about ActionCOACH Canada, its six-figure income guarantee, and new, large exclusive territories. Find out more about ActionCOACH Canada, and this scalable opportunity.
City Wide Facility Solutions is the largest management company in the building maintenance industry, managing janitorial services, commercial cleaning, disinfecting, and more than 20 additional facility solutions for every client. City Wide specializes in sales leadership and providing world-class client experiences while leveraging independent contractors to focus on the services. As an essential business, City Wide has distinguished itself as a trusted facility solutions partner.
This business-to-business franchise model creates a repeat revenue stream, providing a continual source of cash flow with a recession-resistant concept. Franchisees come to City Wide to capitalize on their existing sales experience and relationship building and organizational skills. City Wide offers 20 different services via independent contractors while keeping few hourly workers, no equipment, and no inventory.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
eSupply Canada is an online distributor of office, janitorial, and industrial supplies, providing a local alternative to big-box retailers. The brand uses a drop-shipping model so franchisees don’t have to worry about inventory or storage. A truly mobile business, eSupply Canada eliminates the overhead costs of business ownership by not needing brick-and-mortar stores and warehouses.
Customers get to enjoy the convenience of online ordering, direct delivery, and supporting local businesses, while eSupply provides franchisees with access to the brand’s comprehensive training program and the ongoing support that comes with it. In addition, franchisees get access to more than one million highvolume products, all available Canada-wide.
Businesses in Canada thrive with help from other businesses! Canadian franchise systems provide a whole host of services to help meet the needs of the businesses in their communities. Here’s are some of the different areas of expertise on offer in this section:
• Accounting services
• Advertising, marketing, and promotional products and services
• Commercial cleaning
• Commercial supplies and services
• Computer, software, and internet services
• Financial and cash services
• Printing, copying, and shipping
• Sign products and services
• Tax services
Learn more at LookforaFranchise.ca
EverLine Coatings is North America’s fastest-growing line striping and pavement maintenance service business. The brand helps property owners and managers keep their parking lots safe and appealing to customers with professional line painting and pavement maintenance programs. Virtually all public and private property owners with existing asphalt assets require this service. The business model is primarily B2B: selling savings through maintenance rather than replacement!
Franchisees establish a route to deliver a service that drives recurring revenue and offers services including sealcoating, crack filling, line striping, asphalt repair, custom stenciling, parking lot accessory installation, and more. This is a franchise system founded by franchisees and built for franchisees. EverLine has the expertise and support systems in place to ensure franchisees scale up quickly!
Since 1992, Expense Reduction Analysts (ERA) has helped thousands of businesses find hidden cash flow and improve operational efficiency in more than 40 expense categories. ERA consultants bring expertise, real-time industry benchmark data, and practical insider knowledge for dozens of supplier industries. The risk-free business model means the cost of doing business comes from a portion of the savings found, with no-fee solutions if no savings are found.
Operations-minded franchisees with relevant corporate experience can find success in areas including sales and marketing, project management, engineering, banking, finance, general management, purchasing, or with expertise in sectors such as facility management, logistics, packaging, telecommunications, energy, and office supplies. With the support of the global ERA network, franchisees can establish their own one-person consultancy or a practice with several or many employees.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
Express is in the business of people. From job seekers to client companies, Express helps people thrive and businesses grow. Their international network of franchises offers localized staffing solutions to the communities they serve. Express is also ranked as the number one staffing franchise in the Entrepreneur 500 and has been for 12 consecutive years.
Express is seeking franchisees with business acumen and a desire to work in their local community. Start-up and marketing are guided by the support team, including a franchise owner network and help desk. The Canadian temporary staffing industry is projected to grow to $10.3 billion. For Express offices open more than 24 months, average sales in 2021 were $6.1 million, according to item 19 in the franchise disclosure document. Plus, as an Express franchise owner, franchisees control their time with flexible weekday hours in a professional business setting.
At FASTSIGNS, the brand shines when it helps others shine. With 35+ years of experience and over 750 centres, brands are in trusted hands with FASTSIGNS. The brand is a go-to for visual solutions that make ideas stand out and get noticed. It helps bring companies to life with visual excellence and distinction, and helps clients achieve more than they thought possible with custom signs and visual solutions.
FASTSIGNS provides franchisees with effective franchisee training, support from the FASTSIGNS franchisee community, and a mutually-beneficial structure between FASTSIGNS and its franchisees—the three signs of a world-class franchise. By joining FASTSIGNS, prospective franchisees become a contributing member of their business community and find dynamic solutions to business problems daily.
Learn more at LookforaFranchise.ca
Founded in 1994, First Choice Business Brokers offers services in buying and selling local businesses. The brand helps business owners accurately price their business, while handling marketing and advertising, negotiation representation, and deal structuring.
For franchisees, First Choice offers a business brokerage with low initial investment, low overhead, and no experience required. Franchisees also receive comprehensive initial and ongoing training; elaborate and efficient proprietary software, which not only houses and posts your business listings, but acts as your office administration hub, organizing every aspect of your business from A to Z; and detailed living contracts and forms, which have become integral following thousands of closed business sales over the last 25 years of operations. This is an exciting franchise opportunity with Master Franchise territories available!
Learn more at LookforaFranchise.ca
FranNet is a team of experienced franchise experts with decades in the industry, focused on connecting prospective franchisees with the right opportunity. The brand provides resources, support, and guidance to entrepreneurs by exploring options, weighing risk tolerance, and helping business owners make informed decisions.
With an independent consulting force of over 70 local representatives, in all major markets across the Canada and United States, FranNet has the history, experience, and manpower to accelerate growth and supplement franchise development, all at no cost, like a real estate broker.
FranNet franchisees are equipped with the company’s proprietary technology, giving them the tools to identify a variety of opportunities that match up well with a prospect’s ideal business opportunity. Franchisees can also develop connections with FranNet’s network of local businesses, to build a referral network of career counsellors, accountants, and placement consultants who have clients seeking a quality franchise, earning substantial referral fees when clients invest.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
FranServe, Inc. is the world’s largest franchise consulting/ broker organization. The brand is comprised of highly experienced franchise professionals dedicated to helping others achieve their dreams of business ownership through franchising. The FranServe team shares an incredible 100+ years combined experience in the franchise industry and abides by the core values anchored in Integrity, Growth, and Teamwork. The 600+ professional brokers work with people every day who are in the market for a lifestyle/career change.
FranServe consultants help entrepreneurs find franchise business opportunities that suit them, while prospective consultants receive comprehensive training and support, personal and group mentoring, and an in-house lead generation program, among other benefits.
Fully Promoted is the world’s largest retail promotional products franchise and is a multiple award-winning company. With around 300 global locations, Fully Promoted has developed a strong reputation as a one-stop shop for promotional products of all kinds, including embroidered uniforms, pens, mugs, and t-shirts, among others.
Why franchise with Fully Promoted? It has a proven track record for success and no industry experience is required for franchisees. The Just-In-Time inventory model means there is no inventory cost, and franchisees only buy what the client needs.
The brand’s B2B offering combines the powers of the digital and the physical worlds, allowing its B2B clients the opportunity to surf through a wide variety of products online, and interact with the products before ordering.
Other benefits include a comprehensive training program, complete branding and marketing solutions, ongoing support, and mentor and franchisee advisory programs.
Learn more at LookforaFranchise.ca
GetintheLoop offers small businesses a powerful and straightforward solution for their digital marketing needs. With GetintheLoop, small businesses can attract new audiences, build customer loyalty, increase revenue, track their success, and receive dedicated support all in one affordable platform.
GetintheLoop Local offers a unique opportunity for franchisees to be their own boss and become a local leader in the digital marketing space. As a franchise owner, you will have the ability to build and grow your own business while utilizing a proven and established platform. You will receive comprehensive training, ongoing support, and access to the powerful tools and resources. By becoming a GetintheLoop Local franchise owner, you will be at the forefront of the growing digital and mobile marketing industry and have the potential to create a successful and fulfilling business for yourself.
Learn more at LookforaFranchise.ca
Image360 ® is a sales-driven solutions provider in the areas of graphics, signage, and displays of virtually every description. Image360 provides high-quality professional graphic solutions to national, regional, and local businesses and organizations. From the simplest projects to the most complex, trained graphics specialists work in a consultative manner with clients to maximize the creativity and visual impact of environmental graphics, mobile graphics, way-finding solutions, trade show displays, and retail signage.
Every business needs to promote their brand and inform or direct their customers and employees. Image360 Centres are uniquely positioned to meet those business needs. Businesses will find the digital and print graphics, signage, and displays they require in one convenient location. Image360 franchisees are well-positioned to provide everything from design and production to installation and service. No experience in signage is required, but prospective franchisees should be outgoing, problem solvers, and attentive to detail.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
IWG plc. is the leading global workspace provider, with more than 3,000 business centres across the globe. IWG has built an unparalleled network of office, co-working, and meeting spaces for companies to use in every city in the world by providing a choice of professional, inspiring, and collaborative workspaces, communities, and services. The network of workspaces enables businesses to operate anywhere, without the need for set-up costs or capital investment. It provides IWG customers with immediate cost benefits and the opportunity to fully outsource their office portfolio. Designed to enhance productivity and connect 2.5 million like-minded professionals, it’s an instant global community and a place to belong.
IWG is looking to develop flexible workspace locations with individual, multi-unit, and regional franchise investors who have a vision for growth and are looking to seize the commercial opportunities offered by the growing flexible workspace sector.
Jani-King is the world’s largest commercial cleaning franchise system, with more than 7,000 franchisees in 10 countries. Founded in 1969, Jani-King provides daily, weekly, and monthly cleaning services to tens of thousands of customers from coast to coast. The Canadian national office, located in Nova Scotia, supports nearly 700 franchise owners and 12 regional centres located in major cities across the country.
Jani-King offers franchisees unit or master franchise opportunities. In addition to training, all franchisees receive support services including customer invoicing, accounts receivable, customer service, administration, monthly reports, and operations management. From the smallest office to the largest arena, Jani-King franchisees deliver dedicated cleaning backed by a local support office that provides training, customer service, and quality control.
Learn more at LookforaFranchise.ca
JDI Cleaning Services has developed a reputation over 30 years as Canada’s next-level commercial cleaning franchise. JDI currently serves over 1,700 commercial cleaning clients throughout Southwestern Ontario through 10 regional and more than 150 (and counting) local franchise partners.
All JDI regional franchise partners are provided with business management and marketing support, technical training, and cleaning contract sales leads to ensure a steady flow of new customers and recurring revenue. JDI is now expanding across Canada, with exclusive regional franchise territories available. JDI regional franchise partner franchise partnership investment fees start at $75,000.
JDI local franchise partner opportunities are also available for those interested in starting a smaller commercial cleaning business with an established brand and experienced assistance and guidance. JDI has a lower-than-average investment fee for local franchise partners, with packages starting at $10,500.
Learn more at LookforaFranchise.ca
Master Care is proud to provide comprehensive commercial cleaning services to approximately 900 clients, consisting of over eight million square feet of commercial space in and around Metro Vancouver, Vancouver Island, the Thompson Okanagan, and Kootenay areas of British Columbia, as well as in the Greater Toronto Area and London, Ontario.
Master Care is expanding into metropolitan areas across Canada and converting existing janitorial companies to the Master Care system to solve labour problems and employee turnover, increasing profitability and cash flow. The Master Care franchise system provides training, competitive pricing, full customer support, and over 40 years of experience in commercial and residential building cleaning.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
Metal Supermarkets is a Mississauga, Ontario-based franchisor of specialized metal distributors focusing on small quantities of virtually all types and forms of metals, custom cut to size, and featuring same-day service. The brand also offers value-add services such as production cutting, shearing, punching, and more.
Franchisees carry most standard shapes and grades of hot and cold rolled aluminum, steel, stainless, brass, and copper, and will source material on demand. An investment guarantees franchisees will have the equipment, inventory, and marketing campaigns they need to secure sales from day one. This head start is one of the many reasons why Metal Supermarkets is one of the most stable franchise opportunities to invest in.
Modern is a cleaning company designed to address the unique needs of clients operating a distributed network of sites in the retail, health care, banking, and corporate sectors. Modern operates a network of owner-operators across Canada, who are owners that perform the work, ensuring the highest level of effort and responsiveness is applied at each site.
Modern provides a turnkey solution that includes a comprehensive training program, an operational guide, integrated systems, and a sales and marketing toolbox, supported by a Canadian cleaning industry leader. It combines state-of-the-art techniques and highly effective products and equipment, supported by technology. The franchisee’s service offering includes janitorial services, specialty cleaning services, and distribution of cleaning supplies and equipment.
PIRTEK is a unique B2B franchise and one of the few industrial franchises available. Where there’s industry, there’s demand for hydraulic and industrial hose replacement. Countless pieces of equipment operate via hydraulics or pneumatics, requiring regular hose replacement. PIRTEK franchise owners reap the benefits of that ongoing need, building successful businesses and creating the lifestyle they’ve dreamed of. With over 40 years of franchising experience, PIRTEK service-based franchises reduce equipment downtime, keeping machines and businesses operating.
Franchisees gain access to an established name brand expanding into Canada due to the high concentration of industries. The business boasts more than 400 service and supply centres and a fleet of mobile service vehicles in 23 countries. A PIRTEK franchise can capitalize on opportunities wherever industrial equipment is used—virtually everywhere.
Learn more at LookforaFranchise.ca
Recruiting in Motion began in 2009 with the goal of providing the best professional recruitment services at the most reasonable rates, while integrating a combination of cuttingedge video technology and traditional recruiting methodology to expedite the hiring process for the employers and the candidates.
Franchisees have the opportunity to own their own branded employment agency. The brand has an exclusive method of presenting candidates that integrates video clips, resumes, and personal profiles. Recruiting in Motion also offers payroll funding of contract workers and invoicing/credit/collections functions. Franchisees receive protected territory, training, sales/marketing strategies, website/database development, and much more!
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
With the growing flexibility of office space, employees desire flexibility in their workspace, and freeing up employees’ travel times helps companies report better retention rates. Regus is the leading global workspace provider. With office, co-working, and meeting spaces in practically every city in the world, Regus helps all kinds of businesses work closer, faster, and in a more agile way.
Regus’ proven and scalable operating model can provide franchisees with a highly attractive return on their investment. Franchisees will also benefit from Regus’ 30-year track record and built-in network of 2.5 million customers, including some of the most successful entrepreneurs and multi-billion-dollar companies, that instantly become available to franchise owners. In addition, franchisees get access to 3,500 business centres in 120 countries, along with a global salesforce of 2,500 people.
With over 65 years of franchise experience, ServiceMaster Clean has built a satisfied clientele of commercial customers who require clean and comfortable spaces year-round. Becoming a ServiceMaster Clean franchisee means joining a long legacy of relentless passion for excellence and superior customer service. Backed by the tools and resources of this award-winning brand, franchisees will have everything needed to achieve their goals.
ServiceMaster Clean offers three distinct franchises: janitorial services (commercial cleaning for businesses, industrial spaces, hospitals, etc.), commercial floor and specialty cleaning, and residential floor and specialty cleaning. ServiceMaster Clean provides franchisees with comprehensive training, marketing programs, access to equipment, and an introduction to all aspects of the business.
Learn more at LookforaFranchise.ca
Signarama has been recognized as a top-rated franchise opportunity by industry leaders, including Entrepreneur magazine, which has ranked it number one in its industry in the ‘Annual Top 500 Franchises’ issue for over a decade. As a leader in the sign and graphics franchising sector, Signarama has developed a portfolio of local, independently owned and operated experts who meet the needs of business marketing challenges.
Franchisees can focus on providing consulting, design, and installation services while operations and technical assistance are handled with the support of head office. A small staff can succeed in this business-to-business turnkey operation. Like no other sign franchise system, Signarama has a royalty cap, which means the better franchisees do, the more they can make! The brand offers world-class training and support, and no prior experience is required.
Learn more at LookforaFranchise.ca
SpeedPro is Canada’s leading business-to-business marketing, graphics, and signage franchise. Franchise studio owners come from all walks of life, many of them leaving their corporate executive careers to open and operate their own business. With more than 170 studios operating today in both the U.S. and Canada, the diverse owners provide creative, customized projects for both local and national clients. High-quality products and professional service are the hallmarks of the brand and why businesses choose SpeedPro for their light manufacturing marketing needs.
Operating a SpeedPro franchise studio means the opportunity for diverse clients and repeat business, with an average gross profit margin of 68 per cent. There’s also no need to scale up quickly, as many SpeedPro owners can operate with a few employees, keeping labour margins low. SpeedPro franchisees can position themselves at the forefront of an industry projected to grow to $11 billion by 2025.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
The Entrepreneur’s Source ® is the world’s largest franchise coaching organization dedicated to empowering individuals to achieve their personal and professional goals through business ownership. The Entrepreneur’s Source ® is recognized as the industry leader in franchise education, coaching, and knowledge of opportunities throughout North America.
The Entrepreneur’s Source ® offers start-up costs as low as $125,000 and allows franchisees to work from anywhere. In addition, franchisees gain access to a community of fellow coaches and training, tools, and support from established coaches and other mentors.
Valenta Franchise in Canada is a business consulting and technology franchise providing specialist services in consulting, digital transformation, staff augmentation, and training. The Valenta franchise model is unique because as a franchise partner, you work on your business, not in your business. Valenta’s service delivery team works with you and fulfils your client’s requirements.
The set-up costs are very low, as there’s no need for elaborate store fronts or the acquisition of expensive equipment. Franchisees can enjoy the flexibility and freedom of working on their own terms, while leveraging a global brand, accessing world-class training and support, and tapping into an international network. Valenta’s unique franchise model means franchise partners can focus exclusively on growing their franchise while Valenta takes care of all operations. This, combined with a quick set-up and global recognition, makes this a great opportunity for anyone looking to own a successful business.
Learn more at LookforaFranchise.ca
With the pandemic-induced work-from-home revolution well underway, co-working spaces are already seeing growth, as independent freelancers and small and medium enterprises look for office solutions. Enter Venture X, a trendy co-sharing workspace franchise that features a blend of boutique hotel and modern office styles with a professional and welcoming design. With several membership plans and packages starting from $99, the flexible and affordable office solution allows entrepreneurs and freelance professionals a way to remain productive and efficient without the typical costs associated with traditional office space.
Venture X is looking to bring its state-of-the-art facilities to as many communities as possible and will work with franchisees to develop a target market for a co-working space and examine what community fits the opportunity. From marketing to site planning, and overall management strategies—Venture X franchisor support is there for you.
Learn more at LookforaFranchise.ca
Wellnessnews Canada is a community-based, health-focused advertising and publishing agency with a simple approach. The brand helps health-related local brands foster meaningful connections and provides them with multi-media marketing platforms that include monthly print, online health directory hubs, and social media advertising, along with design, and copywriting.
When you start a Wellnessnews Choices for Healthy Living® franchise business, you’re not just starting your own business, you’re joining a family of like-minded community leaders who are just like you–passionate, hardworking, creative, and champions of culture. The brand boasts a network of business owners who are making a positive impact within their local communities!
Start a home-based business that provides you with remote location independence and flexibility to suit your lifestyle. Benefits include in-house creative, editorial, and printing services provided by the corporate team, along with low overhead and long-term residual revenues.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
Many Canadian franchise systems have their sights set on expansion. That means investment opportunities are presenting themselves to franchisees in such markets as virtual reality arcades, early childhood education, and residential pool and hot tub maintenance, after a tough few years.
Ctrl V is a virtual reality (VR) arcade franchise featuring VR stations where players can log into their favourite digital worlds. Players can choose whether to squad up or fly solo—Ctrl V offers experiences for single and multiplayers for fun with friends and family or all on your own.
Ctrl V opened its first location in Waterloo, Ontario in 2016, making it the first VR arcade of its kind in North America. Robert Bruski, Ctrl V’s CEO, says the franchise team created “a franchise opportunity for people around the world to replicate the model and become entrepreneurs for themselves.”
Within Ctrl V’s VR stations, sports fanatics can find themselves at the World Series while practicing their swing with virtual baseball. Its gaming rigs even feature education-oriented games, where players can learn chemistry or biology, or simply take in the views from the sea while swimming with whales. The selection of content appeals to novices and hardcore gamers alike.
Although Bruski adds that Ctrl V pro vides support programs for franchi sees, top-tier equipment and content, and an opportunity for ownership, he’s aware that the novelty of the con cept equals the need to win over new audiences. “The biggest challenge is ensuring the surrounding community is aware of the wonder that comes with a Ctrl V experience.”BY DAVID CHILTON SAGGERS
Franchising with Ctrl V means the systems to become successful are in place, but Bruski advises franchisees to take initiative to use the established tools and models to grow their business. “A good franchisor will help you every step of the way,” says Bruski, “but that doesn’t alleviate you, as the franchise owner, from putting in the work necessary to become successful.”
Bruski says he looks for goal-oriented and processdriven thinking in prospective franchisees, as well as the grit and moxie “to work harder than they ever have to achieve success.” The entrepreneur meets the pioneer when it comes to franchising with Ctrl V.
But that doesn’t mean going it alone. Ctrl V’s support centre team assists in the build-out, grand opening, and ongoing operations. The two-week training starts with franchisees learning how to operate the Ctrl V facility, along with an in-depth look at the business and financial acumen required to be successful, including real estate searches, equipment ordering, and marketing.
As Bruski looks toward the future with franchising, expanding across North America is in his crosshairs, while growing and creating wealth for his franchisee base. “So our plans, support, and growth are focused on our beloved franchisees.”
It’s widely acknowledged that the first five years of a child’s life are their most formative years. That’s where Core Education and Fine Arts (CEFA) Early Learning comes in. Paul Dean, vice president of business development and real estate at CEFA, says the brand’s focus is on its unwavering desire to deliver an impactful program to children ages one to five that will influence their academic and social development during this critical phase and equip this next generation of leaders and changemakers with a solid foundation.
Founded by Natacha Beim in 1998 when she opened her first location in North Vancouver, British Columbia, CEFA has grown to 35 franchise locations, with another 12 opening in the next 12-18 months across Greater Vancouver, Calgary, and the Greater Toronto Area. CEFA also plans for extensive ongoing expansion, especially in Ontario and Alberta, says Dean from CEFA’s head office in Vancouver.
When it comes to finding potential franchisees for those territories, Dean says he’s looking for people who want to make a meaningful contribution to the communities in which they live, who believe in and want to be part of the CEFA brand, who can manage a business and teams effectively, and who want to do so with a good work-life balance. Dean notes there’s a broad age range for franchisees, and both men and women are well-represented. “We’ve got a great mix,” he says. “Very often, it’s a husband-and-wife team.”
Given the operating environment, Dean says staff hired by the franchise must be ECE certified, although the franchisees themselves need not be. CEFA offers extensive support in the selection of the principal, and provides ongoing guidance for hiring suitably qualified teachers. The establishment cost of a franchise ranges from $1.4 million to $1.7 million, depending on size. Eight
to 10 thousand square feet is the average size of a CEFA school, says Dean, with capacity for 100-125 children. Four months’ training often takes place while the school is under construction via a suitable platform considering the franchisee’s geographical location.
While COVID hit the childcare industry hard, Dean says it highlighted the dedication of teachers and resilience of children and parents. “During initial shutdowns, we obviously experienced a severe impact, but with the support of government programs, the dedication of our teachers and staff, and the tenacious desire of parents not to allow the global pandemic to negatively influence their children’s futures, we are now seeing enrolment at higher levels than ever before.” He adds that CEFA schools play a critical part in continuing to enable economic recovery through ongoing growth, which enables parents to return to work knowing that their children are in the best possible environment.
It’s generally known that most communities across Canada have a severe shortage of both childcare spaces and impactful early learning programs. As governments implement strategies to deal with this, Dean says that the 25-year proven track record of the CEFA program, together with brand strength and a recession-proof, sustainable, and predictable business model, plays a crucial role in enabling opportunities for children and families. Dean goes on to stress that CEFA actively engages government and other stakeholders to explore viable initiatives and ensure that the choices parents want to make remain available to them.
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Mark Amery embarked on his franchise journey with a simple question: who doesn’t love a good swimming pool? With that in mind, he started Puddle Pool Services in 2018, recognizing the need for dedicated services for pools and hot tubs.
The CEO began franchising the brand in 2022. Now there are 10 franchises in North Vancouver, West Vancouver, and elsewhere on the Lower Mainland in British Columbia; and in Hamilton, Burlington, Ottawa, and Toronto in Ontario, along with two more U.S. locations. He has his eye on further expansion in Atlantic Canada, while growing the brand’s footprint in the rest of Canada and the U.S.
Puddle Pool Services provides year-round service to its clients, who are largely residential owners, and Amery says he’s busier in winter thanks to the allure of the hot tub. His system also handles commercial jobs such as shopping malls that have water features. And despite the pandemic’s hardships, his system was declared an essential service: “It [the pandemic] did not affect us at all, revenue-wise,” says Amery. “We went to home base. We went to Zoom. We didn’t go back to the office. After a month, it was business as usual.”
Amery says he welcomes prospective franchisees who have some business experience, and he also looks for those who are service-oriented, motivated, and hard workers. About 50 per cent of his franchisees are owneroperators and the others are what he calls “semi-absent” or hands-off owners. When he began franchising, he thought most of his franchisees would be men, but it turns out there’s almost an even split between men and women.
Training takes three weeks, including online and inperson training in Vancouver. It takes eight days to train a technician. The cost of a franchise is between $88,000
and $137,000, and includes everything except a van that must be fully wrapped in Puddle Pool signage.
As for the benefits of franchising with Puddle Pool Services, Amery says there’s the business model itself, its scalability, the return on investment, and the fact that everything is done in-house,
Manjinder Bal joined Jani-King as a franchise owner in 2010 and has made it a mission to find new and exciting ways to improve the efficiency of the business in the VancouverFraser Valley territory.
Bal got his start with Jani-King shortly after starting his post-secondary education. The commercial cleaning franchise presented an opportunity for the young entrepreneur to earn a little bit of money while attending school. “I wasn’t actually aware of the franchise system or the business side of things here,” Bal reflects. “It was more of just doing some extra work, earning money to pay tuition.”
Upon seeing the moving parts of the franchise, he realized that he could excel in the business. “I took it on as a full-time role and never looked back,” says Bal.
After acquiring his franchise, he became one of JaniKing’s top performing franchise owners in Canada. For most of his 12 years as a unit franchise owner with JaniKing, Bal maintained between 15 and 20 contracts, overseeing commercial cleaning services for brands like Vancouver Coastal Health, Toyota Canada, and Schneider Electric.
Although Bal began his Jani-King venture part-time to support his education, he quickly realized his goals aligned with the organization. “I did my research, and one of the biggest things that attracted me to Jani-King was the low initial investment.”
As he was in his early 20s and splitting time between Jani-King and earning his bachelor’s degree, Jani-King’s initial investment fee, much lower than the
a 20-year-old franchise owner. More than a decade later, his appetite for growth has only become stronger
other franchises he was looking into at the time, was appealing to him. “In addition to the low start-up cost, the Jani-King Regional Office had an in-house financing program, something we are still proud to offer in our territory,” notes Bal.
Within his first year of business, Bal was able to pay off his initial investment and become a revenue-earning franchisee. “The primary expenses we have are labour, cleaning supplies, and equipment,” says Bal. “It’s a very profitable business.”
In addition, commercial cleaning services are always in demand and Bal says it’s a pandemic-tested and recession-resistant business. Like many businesses, the pandemic impacted Jani-King’s services, especially as more and more people were working from home. Demand for disinfecting services increased and Jani-King was able to adapt to ensure its clients received the services they needed to stay open, and its franchise owners were able to continue working.
As the former owners of the Jani-King Vancouver-Fraser Valley Region began looking toward retirement, Bal expressed interest in purchasing the territory. In April of 2022, Bal officially became the master franchise owner for the Jani-King Vancouver-Fraser Valley region.
In his new role, Bal is committed to supporting the 64 active franchisees in his territory and growing the region. Being part of a franchise network means that he can reach out to other Jani-King regions for support and advice. “I’ve been to other Jani-King regions across the
country, and I’ve seen what they’ve been able to do,” says Bal. “I try to emulate that here. We have a great team and I see a lot of growth potential in the Vancouver territory.”
Bal says Jani-King’s biggest advantage for prospective franchisees is its worldwide recognition. “Jani-King is an international organization with more than 50 years of experience. I don’t have to build that reputation; the reputation speaks for itself.”
Along with Jani-King’s reputation, Bal says that franchise owners have the flexibility to run their businesses full-time or part-time and at their own pace. “How well you can do with it is totally up to you and your skills and hard work.”
The Regional Office supports franchise owners with administration, operations, and business development so franchisees can focus their efforts on the day-to-day operations and growing their business.
As for advice for younger people looking to get into franchising, Bal doesn’t have to look far for positive examples. “All I can say is, it’s worked for me. I was a young guy who had no experience in business coming into it. I followed the system and believed in the system. I believe in Jani-King, and I’ve done well for myself, and there’s no reason why any young person coming in can’t do that.”
Around one in 10 people in Canada have worked for McDonald’s Canada or an independent franchisee at some point in their lives. Who among us doesn’t know someone whose very first job was working at the legendary quick service restaurant?
So it was for Michèle Boudria, who started working at McDonald’s in her hometown of Aylmer, a district of Gatineau, Quebec in the early ’80s, when she was a high school student. The difference for Boudria, however, is that her early job at McDonald’s was far more than just a “first job.” She never left.
Instead, Boudria spent more than three decades climbing the career ladder at the famous burger brand. Today she’s the president and CEO of McDonald’s Restaurants of Canada.
It’s a success story par excellence. What started as a fun, part-time job to earn a bit of extra pocket money
morphed into a phenomenal career. “I’ve really ‘come up’ with the brand,” Boudria says.
Not only does Boudria hold the top job at McDonald’s Canada, she’s also the company’s first female CEO, a fitting achievement for someone who has long supported diversity, equity, and inclusion in the McDonald’s network. Boudria previously chaired the McDonald’s Women’s Leadership Network in Canada, and she also held the position of vice-chair for the brand’s U.S. Women’s Leadership Network.
For Boudria, ensuring there’s an ample talent pool of qualified women is not a purely egalitarian effort. It makes solid business sense, she says, pointing out that McDonald’s Canada already has many women in senior executive positions: “I’m surrounded by many women executives. Here in Canada, 50 per cent of our executive senior roles are held by women.”
It’s on the franchisee end that Boudria sees the greatest opportunity, and where she wants to see more women join the McDonald’s franchise family. “Women today make up about 15 per cent of our franchisee system and I’m personally committed to growing that number,” she says. “I would say, get to know us, understand what we offer, and know that we are excited about having more women join our system. I encourage anyone who is interested to reach out.”
While she may not have known what lay in store when she was working behind the counter so many years ago, even as a young student, Boudria was astute enough to work hard and earn the attention of management at her local McDonald’s. She started as a crew member and she was quickly promoted to crew trainer, then shift manager, all while she continued her studies.
At one point, Boudria aspired for a career in journalism, completing a journalism degree at Algonquin College in Ottawa. But she quickly realized the scope of opportunities afforded to her by McDonald’s and came to a lifechanging decision: “I really fell in love with the brand, everything about running a business, and I could see a future there. I decided to work towards building a career with McDonald’s.”
Boudria began working full time, moving quickly to be promoted to a general manager at the Rideau Street restaurant at the age of 21. “Even though I was young, they could see some of my innate talent and potential, and really got behind me to help me progress and teach me the ropes,” she says.
Boudria then took on different roles across the Ottawa market, including operations manager for all the McDonald’s corporate restaurants in the region. From there, she moved on to national and international positions of increasing responsibility, primarily in operations. This included a leadership role in the company’s worldwide operations team out of its Chicago headquarters, as well as prominent roles within its Canadian leadership team, both as a McCafé officer and west regional vice president.
Prior to taking on her current CEO position last June, Boudria was the managing director of McDonald’s in the Netherlands, a global experience she calls “fantastic.” As she explains, “McDonald’s believes in providing as many opportunities as possible to prepare you for any future role you may have [and] when you move to an unfamiliar culture, it tests your resilience and allows you to work on your agility.”
While her career ascent may seem extraordinary, Boudria asserts her experience is far from an anomaly at McDonald’s. On the contrary, she’s quick to praise the many development opportunities and training the brand offers all its employees, opening the door for steady career progression.
Much of this training takes place at its Hamburger University in Chicago. (Yes, that’s the school’s actual name.) The training centre was set up in 1961, in the basement of a McDonald’s restaurant. Today, Hamburger University represents a commitment to developing people within the McDonald’s network, giving them the opportunity to receive world-class training, interact with others, and celebrate success.
“We have a very detailed curriculum and very robust training that is specific to the individual—we teach everything from finances to marketing skills,” says Boudria. “McDonald’s is incredibly dedicated to providing people with opportunities if the desire is there, and that really speaks to our values as a company. It’s the backbone of our brand.”
“We are excited about having more women join our system. I encourage anyone who is interested to reach out.”
Aside from the in-house support, mentoring, and instruction Boudria received, she also attributes her success to three key qualities that she brings to her work on a daily basis: grit, humility, and a strong people-focused attitude. All three have helped her succeed, but it’s her love of interacting with those around her and nurturing their potential that brings Boudria the most joy, especially when it comes to interacting with franchisees.
“Spending time with franchisees and the next generation of franchisees is really exciting for me, [as well as with] people who work in the restaurants and in the Drive Thru,” she says. “Maybe that crew member I meet next week will be in my chair one day, and that to me is incredibly important, focusing on what I believe is going to drive our future success.”
“The biggest lesson for me,” adds Boudria, “is that if you take care of the people, they will take care of the business. That is 100 per cent my motto and how I operate.”
Much of the McDonald’s Canada success story relies on the more than 250 franchisees spread across the country. More than 90 per cent of the 1,400 Canadian restaurants are locally owned and operated by independent franchisees. And there is plenty of room for more, says Boudria, noting the company is always on the lookout for new franchisees. Ideally, they need to “have an entrepreneurial spirit, a growth mindset, some leadership experience, and a lot of passion. And they need to be a brand fan. They need to be really excited to join us Under the Arches.”
Strong community connection is also key, especially for a brand like McDonalds, where 90 per cent of its restaurants in Canada are locally owned.
Following the challenging early months of the COVID19 pandemic (which the brand weathered quite well thanks to its hefty scale and strong supply chain), Bou -
dria is now focused on leading McDonald’s Canada into a brighter future. Responding to trends as they happen and staying current is key, she says, pointing to the company’s mobile app and MyMcDonald’s Rewards program as recent examples.
The brand is also keeping its finger on the pulse in piloting innovative delivery options that keep the planet in mind. In April of 2022, with its supply chain distribution partner, Martin Brower, McDonald’s Canada also began trialling the new Volvo VNR Electric Class 8 tractor for distribution to restaurants in the Montreal area, to test the use of lower tailpipe greenhouse gas (GHG) emission vehicles in its supply chain fleet. The vehicle is operated by Martin Brower. It’s part of McDonald’s Canada’s long-term goal to transition to lower-emission vehicles in its entire supply chain fleet. Globally, McDonald’s has committed to reaching net-zero emissions by 2050. “Electric trucks allow us to deliver product to restaurants with the planet in mind,” says Boudria. “We’re trying to evolve in ways where we’re able to bring more sustainable solutions to the table.”
As the brand evolves, so too does Boudria’s work within its executive ranks. While it’s been decades since she was a crew member working in a restaurant, one thing has remained constant: loyalty to the brand that provided her with her first job and a stellar career.
“I made a leap of faith to join McDonald’s and I never wavered from that,” sums up Boudria. “It was the brand for me. Always has been and always will be.”
For franchisee Karan Arora, immigrating to Canada from India in 2011 meant searching for an entry-level job to help him get established in a new country while he braved the steep learning curve of a new culture. Fortunately, he landed at WingsUp!, a Canadian chicken wing restaurant franchise founded in 1988 that focuses on delivery, takeout, and catering.
Working for the franchise gave Arora the chance to learn the business from the ground up, while sampling every staff position as he moved from line operator to associate manager and then manager in the Guelph, Ontario restaurant. The experience also inspired him to make what may have been the second biggest move of his life: into franchising. In 2016, he took over as owner of the Guelph location. Today, he’s looking forward to opening a second location in Guelph.
Besides his years of experience working for the franchise, Arora says he also decided to take the plunge because he found the investment level reasonable as a new Canadian. “The footprint is smaller, the expenses are smaller, it’s more affordable for a new immigrant,” says Arora. At the same time, he saw opportunity. “This business has potential to make money.” He also liked being a part of a growing brand, and that franchising provided a system to follow (one that was already very familiar to him!)
Furthermore, with his in-depth knowledge of the operations and long-time relationship with the franchisor, he shared the brand’s values, particularly its focus on positioning the food as a premium product by using fresh ingredients. “For me, it’s the quality product. Some places today use pre-cooked chicken but that’s not as good for the customer. As a salesperson in the franchise, I knew the quality of the product, so it makes it easier to sell,” says Arora, noting that using fresh chicken equates to a much better texture in the wings. He’s also proud of the variety—there are 18 flavours ranging from classic to spicy (his personal favourite is Honey Hot).
Arora’s strong belief in the product and seeing how the franchisor made decisions made saying yes to ownership even easier. Through his work, he also developed a personal relationship with the franchisor, which built a lot of trust, something he’s grateful for. “Working with Darren [the brand’s president], he saw potential in me, as well. And he supported a lot back then. So, I made the decision to not start my own business but to go in as a franchisee with him because I had been dealing with him for so many years,” says Arora.
Working with the franchise has also provided a chance to watch it grow and grow with it. As an owner, Arora says he quickly learned that the key to growing the business was to be a hands-on franchisee, particularly in the early months of ownership. The restaurant opens at 11:00 a.m., meaning operations start around 9:30 a.m. WingsUp!
locations typically stay open for 10 hours, although the hours are adjusted based on community demand. In the university town of Guelph, that can sometimes mean later weekend nights to accommodate students. The franchise also caters, serving a lot of corporate clients.
As an owner, Arora divides his time between being present in the restaurant, working on marketing, making connections in his community, and hiring and managing staff. As his business grew, he brought on an assistant manager, which made his own schedule more flexible. With his plans to open a second location, he’s been hiring even more staff. “Since the population of Guelph has grown, with people from the south coming to the north side of the town, we want to serve people on their lunch break who do not have time to commute,” explains Arora.
In terms of handling challenges in the business, Arora says that one of the best attributes a new owner can have is patience. “Every business takes two or three years minimum to get to the position you want. A good businessman knows to have that patience, to give it their best, and have a good relationship with the customers. That pays off in time,” he says. Initial challenges included brand awareness in the community, which Arora says he tackled by approaching local businesses with food tastings and discount catering options.
Arora is also pleased to have benefitted from the growing regional brand awareness of WingsUp!, which has
“A good businessman knows to have patience, to give it their best, and have a good relationship with the customers. That pays off in time.”
continued its expansion through Ontario and now has restaurants in communities from Kingston to Toronto to Niagara Falls. He says that WingsUp! has added 30 new locations since he’s been a franchisee. He also sees several other potential challenges that can be lessened by being in a franchise system, including the fact that the franchisor sources the suppliers, and their buying power can mean better rates.
For incoming franchisees looking at WingsUp! as a potential partner, Arora says that having sales experience is useful, as is having the patience to do the work and
grow. “There’s a lot of competition, but the more competition there is, it’s better all around,” says Arora, noting that in his plaza location, there are about 10 other restaurants. That’s why he’s so resolute about the importance of the consistency of his product and the growing brand recognition. “I have seen restaurants open which are not franchises, like independent, local business owners, but once they slip on the consistency of the product, then they see a decline.”
In terms of advice for new franchisees, Arora says to stay focused, pay attention to the financials, find good customers, and continue to build relationships in your community. “You have your flexible hours, but you can’t neglect your business. You have to be here to make sure everything runs smoothly. If your customers are happy, you are happy.”
What do you get when you join two men eager to start an entrepreneurial journey with a common desire to make a difference in people’s lives and a drive to spark change in their community? You get the franchisees of PuroClean Kelowna, of course!
Jeff Ellis and Andrew Chapman joined forces and opened their PuroClean franchise in April 2021 after their friendship blossomed into a business partnership. It was perfect timing for both of them, as they had each reached a pivotal time in their lives, and were ready for a career refresh.
Today, the duo is proudly serving the Kelowna, B.C. community by providing restoration services for residential and commercial property damage—and sweeping up awards along the way.
PuroClean operates with the tagline “The Paramedics of Property Damage” and provides Canadians from coast to coast with quick, affordable restoration services.
Describing the brand’s mission as “relentless customer service,” Chapman explains that its primary focus is on water, fire, biohazard, and mould-related incidents. “But it also spans beyond to wind, hail, vehicle impacts, and trauma crime scenes. It’s an interesting kind of a catch-all of different construction traits.”
With a background in the construction industry, Chapman and PuroClean were a match made in heaven. Since 2011, he owned a waste management company in his home province of Alberta. In 2020, he decided it was time to look for something new.
“At the time, I was looking in Edmonton. But I always desired to move to Okanagan, B.C., so I made the decision to ship west and start transitioning,” he explains. “Then when I got here, I didn’t know what I was going to do. I was actually talking to a friend who mentioned there was a restoration company for sale and it piqued my interest being that I was previously in the construction industry.”
Enter his new business partner, who happened to have a connection to a fellow PuroClean franchisee, and Chapman’s months of research into the original restoration company turned into a quick two-week decision to join PuroClean.
Ellis, on the other hand, has a background in sports and the outdoors, with a dash of communications marketing experience. “No background in restoration at all,” he explains. “I saw PuroClean as an opportunity to take a leadership position within a business and help guide it forward. Coming out of my background and not being able to find a leadership role sometimes was frustrating, so I felt it was time to make a move and be a little bit higher up the ladder.”
Franchising with PuroClean means that Ellis and Chapman are constantly on the go, interacting with clients face to face and getting to know the people they’re helping throughout their community.
And yes, they get their hands dirty, too. “We’re extremely hands on. We wear every hat possible in the
business, fortunately other than bookkeeping. We have somebody that does that for us now—that’s a welcome help,” Chapman says with a laugh. “Any [other] aspect of the business, we’re there. From doing the mitigation onsite to project management to vendor procurement to banking and financing, everything, A to Z, we do it.”
When it comes to training, PuroClean has a unique hands-on experience for franchisees.
Located inside the brand’s head office in Florida is its Flood House, a home that was designed to be intentionally flooded. Flood House allows franchisees to “literally put a garden hose down the stairs and push over a big
“I love being able to own my own business and have my success in my hands. I would say the difference with owning a franchise is that you have a support system to assist you, unlike if it was a 100 per cent start-up, on your own, where you have to find that mentorship support externally.”
can [of water] in the living room,” explains Ellis. “Then we get out all of our drying equipment, as well as the best practices that PuroClean promotes, and we get to see how we can dry a house without tearing it apart. That’s what distinguishes PuroClean from other restoration companies: we only remove stuff if we have to; we try to dry in place if possible.”
On top of the hands-on experience at Flood House, franchisees also go through a training program called PuroClean Academy. It consists of a one-week course that dives into the business, the software it uses, flood mitigation, and more vital content. Typically, the program takes place in Florida or Mississauga, but since Ellis and Chapman opened during the pandemic, they received virtual training from home.
Ellis also notes that the ongoing training is “the best part of the franchise!”
“When we got started, we were provided with the list of franchisees and were encouraged to reach out and speak with them. Every single one of them gave us at least an hour to welcome us to the network and answer questions about their experience,” says Ellis. “And then corporate reaches out, we’ve got lots of documents that come from them. It’s an active network of people working together; we don’t see each other as competitors.”
Now being nearly two years into their franchise journey, Ellis and Chapman are elated with the success they’ve found since joining PuroClean.
“The network is huge. We’re at a size now where we have enough locations and we can be on national partnership lists with large insurance companies that get us a great volume of work,” says Chapman.
“We were given the tools joining this network to be successful and then it was ultimately up to us,” adds Ellis. “PuroClean’s culture fit with how we wanted to run our business. All of us within the network run our business differently, but the general philosophy is: the customer comes first and have good communication. All those
things were laid out for us but that’s how we wanted to do it anyways.”
Just over a year after opening their doors, Ellis and Chapman were recognized by the company at its annual national conference in November 2022. “We won the Rising Star Grassroots Marketing Award for our franchise location,” explains Ellis. “[It’s awarded for] getting out there and building relationships at a grassroots level.”
As a father of one, becoming a franchisee was a welcome transition to Chapman’s personal and professional life. “I just love being an entrepreneur. I love being able to own my own business and have my success in my hands. I would say the difference with owning a franchise is that you have a support system to assist you, unlike if it was a 100 per cent start-up, on your own, where you have to find that mentorship support externally.”
At the end of the day, Chapman’s advice for aspiring franchisees is simple: “find a good support system, do the research, and understand the costs associated with it. Royalties with every franchise are different and those can definitely catch you off guard if you’re not prepared for it.”
Ditto for Ellis—his business partner did all that research, he adds with a laugh.
As a father of two himself, spending the days helping people just feels great, notes Ellis. “We’re in a position to come in and help people in a stressful situation. We can manage that situation in a way that allows them to feel safe and know that things are going to get taken care of. I think that’s a really nice piece. We’re in control of our own destiny.”
Learn more at LookforaFranchise.ca
August 1975. NASA launches the Viking 1 planetary probe toward Mars. Bruce Springsteen releases Born to Run. And a small kiosk called Second Cup opens in Toronto’s Scarborough Town Centre.
It might not have seemed like a historical moment at the time, but looking back, Second Cup’s launch was certainly that. In those days, it was next to impossible to find a specialty Canadian café selling premium beans, let alone a Canadian franchise doing so. By the 1980s, however, Second Cup would change that, opening dozens of cafés, mostly within shopping malls and office towers. Today, with more than 190 locations from coast to coast, it remains the only large Canadian-owned coffee chain in the country.
A lot has changed since Second Cup got its start almost 50 years ago. A few highlights: in the 1990s, the franchise expanded into Quebec and added new offerings like espresso, blender drinks, and iced teas; in the 2000s, it
pushed for environmental and fair-trade certifications for every one of its coffee blends; and in 2015, it began updating stores with a more upscale and modern look.
And yet, as significant as those changes were, Second Cup might be in its most momentous years right now. In 2021, the franchise was bought by Canadian franchisor powerhouse Foodtastic, which owns 22 brands, including Pita Pit, Milestones, and Shoeless Joe’s.
Foodtastic CEO Peter Mammas says that the size and scale of the company mean that it has the resources and know-how to grow Second Cup and improve its offerings. “It’s a great brand, and I think we can make it even better.”
A change would do you good
Foodtastic hasn’t wasted any time in trying to make improvements. Soon after the purchase, it focused on Second Cup’s liquids, which Mammas admits didn’t need a lot of help. When Foodtastic market tested Second Cup’s
offerings, it found that the regular coffees usually ranked first or second compared to other big brands. Still, Foodtastic’s experts did make some slight improvements, he says. “We have a lot more resources than the company we purchased it from in the sense that we have more people in mixology, in liquid design, chefs that we could move over, [and] marketing people that could help.”
Next, as Foodtastic did its due diligence, it realized that the brand had been somewhat forgotten by Canadians. In response, it updated Second Cup’s branding to make it feel younger and more relevant. This included refocusing Second Cup’s social media strategy, buying billboards to get the name back out there, and partnering with different organizations to move the brand forward. Next year, this will likely also include helping franchisees secure the funds to update older stores.
Now the focus is on Second Cup’s food. “We’re right in the middle of that, trying to decide exactly what direction
we’re going to go,” says Mammas. “But I think by the end of this year, our baked goods and sandwich offerings are going to improve dramatically. And I think that’s the last missing piece of the brand puzzle.”
None of this has been easy, especially during a worldwide pandemic, says Mammas. But the proof of success is in the numbers. When Foodtastic bought Second Cup in February 2021, the brand’s sales were down 60 per cent compared to 2019. By January 2023, Foodtastic had brought those sales numbers all the way back in line with the 2019 figures. It’s been a stunning comeback, especially given the number of still sparsely populated office towers, which is where many Second Cups are located.
Mammas says much of the praise should go to the marketing and operations teams, who have put a ton of work into targeting suburban areas and urban areas outside of regular working hours. The brand is also slowly getting younger and cooler, he says, which helps, too.
And then there’s Foodtastic’s focus on franchisees. “We truly believe that the most important person that we’re working for is the franchisee,” says Mammas. “So, we’re going to have to do whatever we can to help them.”
Toronto franchisee Gemma Sidhu says she feels that support. She, her husband, and her dad have nine Second Cup locations altogether. “Even though it’s your own franchise, you need that support from the company,” says Gemma. “And we also have an advisory council that’s comprised of franchisees from every region in the country. So any opinions or issues or concerns that franchisees have are communicated through that. So our voices are heard, and it does feel like a collaboration.”
Sidhu became a Second Cup franchisee in 2010, after working as a dental hygienist. Her dad had been a franchisee since 2003, so she was familiar with the brand and the work involved. She wanted to join the family business because she loved Second Cup’s products and that it was a Canadian franchise, but also because it challenged her.
“One of the reasons I left my previous career is that it just wasn’t challenging me as a person,” she says. “At Second Cup, I’ve been able to develop and hone many different skill sets, like leadership skills and interpersonal skills. There’s a lot of room for growth, and the sky is the limit. It’s definitely not boring.”
Mammas says Foodtastic is looking for that type of passion in new Second Cup franchisees. And while any franchisee needs financial backing, he says that franchising with Second Cup is more cost-effective than other franchises. This is because Foodtastic has good relationships with a lot of banks and can therefore help provide more financing.
As for why a prospective franchisee might choose Second Cup, one of the biggest benefits is the size and scale of Foodtastic, says Mammas. This not only means that it can get better deals on supplies for franchisees, but that it has a deep reservoir of resources to lean on. Its mixologists’ work on Second Cup’s liquids is a good example.
Now its chefs’ work on the food side is another. “With a single concept franchisor, they usually have one person working on this, but we have seven executive chefs,” says Mammas. “And so right now, as we’re about to launch our new sandwiches and baked goods, seven different people came up with ideas.”
Looking to the near future, Mammas says Foodtastic wants to scale Second Cup and make it a lot more visible. Over the next few years, there could be 50 per cent more locations in Canada than there are now. At the same time, Foodtastic will be serving Second Cup coffees in all of its other restaurants. After that, Mammas thinks the brand has the potential to expand internationally.
Sidhu wouldn’t say no to owning another location. It’s hard work, she says, but it’s worth it. Her biggest piece of advice for any new franchisee is to choose a brand that you’re passionate about. “It’s somewhere you’re going to spend a lot of time, so to have that passion there is definitely going to motivate you and keep you going,” she says. “It’s a big commitment, but the rewards are there. You just have to be dedicated to make it work.”
Mammas agrees that passion is key. He also says that it’s so important for new franchisees to make sure their goals are aligned with those at head office. “Some franchisors just want to close the deal and open the store and make the money,” he says. “We’re a little different in the sense that yes, we want to grow, we want our brands to be across the country, but we have to do it the right way. So we’re not going to force deals. We want to open stores that are going to be there 10 years from now.”
Franchising is about diversity, and opportunities can be found in nearly every industry and business sector. It’s a great way for Canadians from all walks of life to go into business for themselves but with the support of a franchise system behind them. One of the most important considerations for a prospective franchisee is investment level, including figuring out a budget that fits with your financial situation and goals. Here, Franchise Canada showcases franchise systems in which you can invest for $150K-$250K.
The Master Mechanic Master Mechanic is the full service auto repair and maintenance expert, located right in your community. It’s been providing trusted automotive repair and services to customers for 40 years.
Master Mechanic is looking for franchise owners with a passion for customer care, who are results driven, and who have strong business management skills and a passion to build a successful automotive business. Become a part of the Master Mechanic team today!
Learn more at LookforaFranchise.ca
A proudly Canadian franchisor with 39 years of success, Oxford Learning celebrates multiple Canadian Franchise Association (CFA) awards, including Franchisees’ Choice Designation (100+ locations), Top Franchisee Award, and Lifetime Achievement Award for Oxford Learning’s founder. Its unique cognitive learning program, proprietary curriculum, and comprehensive training will be the keys to your success. Help students from preschool to university improve their academic skills while developing higher levels of cognition and self-esteem. Begin making a living that makes a difference! Join the proven Oxford Learning franchise system today.
The UPS Store services individuals and small businesses in need of printing, shipping, mail and parcel receiving, and other business services. Franchisees of The UPS Store network enjoy the training and ongoing support of experienced home office and in-field teams, from grand opening and beyond. Single-centre, traditional concepts are currently available, as well as multi-centre, store-instore concepts, across most of Canada. Proud to have been designated as an essential service.
Learn more at LookforaFranchise.ca
Zebra Robotics is a pioneer in providing quality training to students in the field of robotics and coding. Its innovative approach to STEM education equips students with the skills and knowledge required to have the upper hand in a fast-paced, technology-driven future. Robotics, coding, and technology are the future of education. With more than 11 million jobs that will require STEM-related skills in the next five years, this is a perfect time to start your Zebra Robotics franchise.
Learn more at LookforaFranchise.ca
Learn more at LookforaFranchise.ca
The Aisle 24 concept is somewhere between a small-format grocery store and a vending machine, open 24 hours a day. Customers can satisfy late-night cravings and grab essentials, while payment and all interactions are digital. The contact-free stores seem like a pandemic-induced concept, but CEO John Douang’s stores have been his brainchild for seven years and are the product of a lifetime of experience.
As a child, he watched his parents work 14-hour days, seven days a week in their Toronto convenience store. Whenever they wanted to take a vacation, the store had to
The most interesting thing I’ve done recently is… I flew into Vietnam’s Ho Chi Minh City, bought a 125cc Suzuki motorcycle, and spent six weeks touring the country, driving towards Hanoi, sold the bike, and returned home.
In its best form, work is… My creative and professional outlet, where I can lay my ideas on a piece of paper and turn them into reality.
A good franchisee… Is someone who has an entrepreneurial mindset and attitude, has a glass-half-full type of personality, and is big on teamwork.
A good franchisor… Believes that listening trumps speaking, and leads an organization that promotes adaptation, vision, and innovation above strict frameworks and policies.
My top advice for prospective franchisees is… Have a passion for the industry you’re investigating, speak with existing franchisees to get the word on the street, and don’t be afraid to take a leap of faith.
My top advice for new franchisors is… Take your time when assessing prospective franchisees. Attitude and personality are more important than words on an application.
close. Douang paired this history with his tech and media background to build Aisle 24 into the franchise darling it is now.
As the brand closes in on its 100th franchise location in Canada (in just two years!), Douang is as ambitious as ever. When he’s not disrupting the grocery industry, he’s trying not to disrupt dinner conversations with work talk— notably hard to do when your co-founder is also your wife. Here, Douang shares his leadership practice of listening more than speaking, the importance of living life with no regrets, and of course, his love for entrepreneurship.
The most important thing in life is… To live with no regrets. One of the most enjoyable things to do is… Wake up early on the weekends and cook breakfast for my family.
The hardest thing for me to do is… Not talk about work at the dinner table! Very hard to do when your wife is also your co-founder! My favourite drink is… Coke Zero. If I could change one thing… I would have ventured into entrepreneurship earlier! It’s difficult when you’re very accustomed to the stability of a 9-5 job, and although entrepreneurship has its ups and downs, I wouldn’t trade it for the world.
If I could meet anyone… I would meet the Dalai Lama.
The person who has had the most positive influence on me as a businessperson is… Marie Yong, my wife and co-founder.
Canadian franchising is… The perfect platform and channel for brands to expand throughout Canada.
My franchise system began because… I saw a big gap in the Canadian convenience industry and determined franchising as the best way to disrupt this industry as quickly as possible.
The most positive influence on my life as a person is… My children. I’m still a kid at heart, but having kids really forces you to mature quickly.
The key to success is… Never giving up. When life knocks you down, dust yourself off, get back up, and get back to it.
I’d like my friends to describe me as… A thoughtful and generous person, kind-hearted with big dreams.
The accomplishment I look forward to the most is… Raising my kids to be good human beings!
My personal motto is… I don’t technically have a personal motto, but one quote that has really resonated with me is Yoda’s “Do or do not, there is no try!”
One necessary item on my life’s “to do” list is… To obtain my pilot licence.
AFRANCHISING CAN BE AN EXCELLENT WAY to start a business. Not only does it allow you to choose from a variety of options, but it also allows you to scale your business efficiently, as a franchise has a proven model, system, and infrastructure to support you. Instead of spending months or years learning how to successfully build, market, and manage your business, a healthy franchise system has these processes in place, and many other resources available. If you’re interested in franchising but aren’t sure if it’s right for you, consider the following questions:
1. Are you comfortable with the idea of being part of an organization?
2. Is franchising a good fit for you personally? For example, do you prefer to reinvent the wheel or follow a methodology?
3. Do you want to work with other like-minded individuals who share your passion?
4. Are you willing to commit some time and effort (e.g., mornings, afternoons, weekends) to the success of the business?
These are just some of the questions that can help determine whether franchising is right for you. So why choose a franchise? One reason may be convenience. By purchasing a franchise from a trusted source, you can access products and services from a wide range of providers without having to find each one individually. Another reason could be cost efficiency—many franchises are established businesses with economies of scale that allow them to offer lower prices than similar, independently run businesses. And finally, franchising may be right for someone who wants extensive support and resources as they grow their business. With all these benefits, it’s easy to see why franchising is such a popular business model!
So, is franchising right for you? The answer to that lies in self-assessment and conversations with franchise experts and your family. Use the checklist below to weigh the benefits associated with becoming a franchisee versus the time, energy, and investment needed to maintain a business and the franchise model itself.
The Pre-Franchisee Checklist:
• Evaluate your skill set and interests
• Consider your personal goals and lifestyle—now and for the future
• Research the different types of franchises
• Understand the associated costs
• Assess the risks and rewards
• Examine the success rate of the franchise
• Compare to other business opportunities
• Analyze your business network
• Consider the lifestyle changes that come with owning a franchise
• Understand the legal aspects of franchising
• Get advice from experienced franchisees
• Speak to industry experts for guidance
• Make sure you’re financially ready
• Research the franchisor and industry
• Understand the franchise agreement and fees
• Analyze the market conditions
• Consider the financial implications of franchising
• Understand the operational requirements for success
• Get advice from legal and financial professionals
• Take your time to make an informed decision
• Attend a Canadian Franchise Association tradeshow, seminar, or other event
Making the decision to become a franchisee can be a tough choice. It’s important to do your research and assess whether franchising is the best fit for you. Consider your goals, strengths, and weaknesses, as well as the sector you’d like to enter. Speak to existing franchisees and review their experiences to gain an understanding of what franchising entails. By weighing all the pros and cons, you’ll be able to make an informed decision about whether franchising is right for you.Angelee Brown CEO and founder FranOvation
IF YOU’RE LOOKING TO PURCHASE a franchise business, the Franchise Disclosure Document (FDD) is a key document you’ll encounter. Required by the Arthur Wishart Act (AWA) in Ontario, the FDD is a document provided to prospective franchisees by franchisors. Despite its length, the FDD is a valuable tool that helps prospective franchisees review and assess the business viability of the franchise and marks the starting point of the franchise relationship.
It’s important to highlight a few important items in the FDD that only an experienced franchise lawyer would be able to point out during its review.
“Material change” is defined in the AWA as any change that would reasonably be expected to have a significant adverse effect on the value or price of the franchise being offered or on the prospective franchisee’s decision to purchase the franchise. As a potential franchisee, it’s important to know that the franchisor is legally obligated to provide you with a written statement of any “material change” to its FDD as soon as possible after the change has occurred, and before the earlier of:
(i) the signing of the franchise agreement by the prospective franchisee or any other agreement relating to the franchise; and
(ii) the payment of any consideration by or on behalf of the prospective franchisee to the franchisor.
This obligation also extends to correcting deficiencies or omissions, and supplementing new information discovered after delivery of the FDD. So, if a long time has elapsed between when you first received the FDD and the time you sign the franchise agreement, you should be on the lookout for a statement of material change from the franchisor.
Failing to meet such disclosure requirements could provide a franchisee with the right to rescind (cancel) the franchise agreement no later than 60 days after receiving the disclosure document.
If a franchisor fails to disclose that the proposed location of your franchise substantially differs from the prototypical franchise locations, the franchisee may have a valid claim for rescission within two years from when the franchise agreement was signed, on the basis that the FDD was materially deficient or fatally flawed.
In recent case law, courts have nullified an FDD when franchisors failed to disclose that the location the fran -
chisee was buying was an untested retail concept in that franchise system.
The FDD’s information on the franchisor’s business is typically based on standard specifications derived from tested retail concepts in the franchise system. However, the costs to open a franchise that differs from these standards may not be accurately reflected in the FDD.
The disclosure document must include the franchisor’s full financial statements for its most recently completed year-end. Franchisors have 180 days from their fiscal yearend to include the updated financial statements in their FDD. For example, a franchisor with a December 31, 2022 fiscal year-end date has until June 28, 2023 to include new financial statements for the previous fiscal year.
Considering financial statements must be updated annually, it’s not uncommon to see a franchisor forget its obligation to include updated financial statements in its FDD. Failing to do so could provide a franchisee with a valid claim for rescission within two years from when the franchise agreement was signed, on the basis that the FDD was materially deficient or fatally flawed. It’s also possible that the same conclusion could be met on the basis that the prospective franchisee has effectively been deprived of the opportunity to make an informed investment decision based on the lack of material facts being provided about the franchise opportunity.
If the franchisor’s trademarks are at the application stage and have yet to be registered, franchisees have no protection against trademark infringement. Therefore, you should ensure that all the trademarks are registered and have an active status with the Canadian Intellectual Property Office. Often, new franchisors may only have made an application for a trademark and are awaiting the actual registration, which can sometimes take as long as two years.(continued on page 103) Arturo R. Pugliese LL.B. Partner, Corporate & Commercial Loopstra Nixon LLP email@example.com
MOST FRANCHISE AGREEMENTS REQUIRE the franchisee to report information to the franchisor on a regular basis. This is frequently done on a monthly basis and can be submitted digitally or as written reports. It may simply be financial reports that are generated through point-of-sale systems, online reporting systems, or dashboards. Sales, as well as key operating metrics such as billable hours or average customer spend, are looked at. Profit and Loss statements are typically reported annually. Depending upon the franchise system, reports may be required more frequently.
Franchisee reports are required by the franchisor for several reasons. First, franchisors want to ensure that they’re receiving proper royalties. Royalties are often a percentage of the gross revenues, less collected taxes and refunds. Such royalties cover the costs and expenses associated with providing support to the franchisees and the system, as well as providing a profit to the franchisor and its shareholders. It provides the revenues to continue to build the brand. For the franchisees that are paying their fair share of the royalties, it’s not fair that they do so while others don’t. The non-compliant franchisees, by hurting the franchisor’s financial cash flow, are considered a threat to the system.
Second, the franchisor wishes to ensure that franchisees aren’t running into financial difficulties. Franchisees are in business to make a profit. If profits aren’t realized on a consistent basis, they may not stay in business. Franchised locations closing aren’t good for the brand and for the system as a whole. Good franchisors wish to protect the integrity of the brand and therefore need to be aware of any franchisees in financial difficulty so that they can be proactive in assisting to correct the situation.
Third, franchisors will wish to establish key metrics and benchmarks for the system as a whole. These system benchmarks and averages can be provided back to the franchisee so they can measure their individual performance as it compares to the entire system. It will identify problem areas or items of potential improvement. As an example, you might be experiencing a 35 per cent employee turnover, but other franchisees are averaging 20 per cent employee turnover. This provides the franchisee with an area to focus on to improve the performance of the business.
Fourth, the franchisor wishes to monitor overall business trends. Are certain categories of retail items
dwindling in sales and needing to be replaced with another product category? Are the average dollar amounts per transaction shrinking?
This may require adjustments to the offering. Is there an unaccounted disappearance of inventory that may require implementing greater security controls? Without monitoring key business metrics and having a basis for comparison, it’s difficult to make these and other business decisions.
Franchisees aren’t just required to report to the franchisor. Similar to any business owner, the franchisee is also required to submit regular reports and financial submissions to the government. Monthly or quarterly, there may be GST/HST reports, payroll reports and remittance of taxes, workers compensation, and employment insurance. Although it’s the franchisee’s legal responsibility to submit these payments, some franchisors will require copies so that they can ensure that all required payments have been made. Failure to pay government remittance and taxes could result in the government stepping in and closing the business. Again, the franchisor has a strong interest in and commitment to ensuring that the brand continues in the location.
Finally, franchise systems need to be able to monitor their franchisees for system consistency. The product and service offering needs to be consistent no matter the location. It’s through consistency that a brand is created. Thus, there may be required reports regarding the quality of the product or service being provided. A report regarding customer complaints and how they were handled is also regularly provided to the franchisor.
Reporting is a necessary part of being in a franchise system. It may feel sometimes like “big brother” is watching, but ultimately it’s in the franchisees’ best interests, as it protects their investment. It’s in everyone’s interest that no one be allowed to ‘cheat’ the system and all are paying their fair share. All franchisees can benefit from reporting and getting feedback as to how they’re doing relative to others. This is one of the biggest benefits of a franchise, when compared to opening as an independent. You, the franchisee, have resources that simply wouldn’t be available if you were on your own. Providing the franchisor with information can assist in improving operations across the system, including early recognition of issues such as internal theft, excessive operational costs, and changing market trends— all of which require corrective action.
WHEN A FRANCHISEE ENTERS into a franchise agreement, they acquire specific rights, but they also commit to certain obligations. The franchisor/franchisee relationship is largely based on good faith. The franchisor trusts the franchisee will comply with the franchise agreement. In most situations, this is the case, but not always. Sometimes mistakes will happen. In more unusual circumstances, a franchisee may intentionally underreport sales or not follow the system in some way. To address this, franchise agreements will usually give the franchisor the right to conduct an audit on the franchisee in question to ensure compliance with obligations.
Most franchise agreements will allow the franchisor to perform a financial audit on its franchisees. The franchisor may sometimes decide to do a financial audit at random; more frequently, it will choose to conduct one in the unusual circumstance where the franchisee fails to submit required financial reports. The franchisor may also do an audit if it suspects that the royalties being paid by franchisees aren’t aligned with the actual amounts that are due. Franchisees who don’t pay their fair share jeopardize the financial stability of the franchisor, and can hinder the franchisor from meeting its obligations to its franchisees, shareholders, and employees.
In doing an audit, the franchisor will look at sales as they’re reported on monthly reports to the franchisor, and compare this to sales as reported in the point-of-sale system, as indicated through sale invoices, government tax filings, inventory turnover, and bank deposits. All of these numbers should be aligned and indicate an equal level of sales. If inconsistencies are found, this could be an indication of accounting errors or intentional underreporting of sales in order to avoid paying royalties.
A financial audit may be the only way to determine what royalties are due and payable if such royalties are a percentage of sales. If no royalties are being paid, or in the event that the audit uncovers that the franchisee underpaid its royalties and other financial obligations, the cost of the audit is typically charged to the franchisee. Allowances are made for error, usually up to three per cent. Where there is an underreporting of sales greater than three per cent, the franchise agreement will generally dictate that the costs for the audit shall then be charged to the franchisee, along with payment of outstanding royalties due, with interest.
If underreporting of sales is an ongoing issue, it may be grounds for termination of the franchise licence. This can be avoided by the franchisee simply fulfilling their financial obligations to the franchisor when due. Franchisors have a variety of ways of uncovering underreporting. Be confident in knowing that at some point the franchisee not paying the appropriate amounts will be caught out.
Obligations of the franchisee go beyond simply financial—franchisees are also required to follow the franchise operating system. The system is designed to create a consistent customer experience, as it’s through consistency that a brand is created. In the interest of preserving the brand, the franchisor will also conduct operational audits. These may be formally announced meetings with the franchisee involved, or they may be done unannounced, sometimes through a mystery shopping program. Things that are looked at in an operational audit may include the following:
• Location cleanliness and appearance
• Use of logo and advertising materials
• Local advertising
• Use of approved products and suppliers
• Product or service quality and presentation
• Speed of service and delivery
• State of equipment and proper usage
• Confirmation of proper licences and insurance
• Compliance with required labour laws and minimum wage
• Required hours opened for business
(continued on page 95)
MFV FRANCHISE EXPO WEST
March 31 - April 1 | Phoenix, AZ
Partnership event with MFV Expositions/Comexposium
May 7-9 | Washington, DC
IBA/IFA JOINT CONFERENCE
May 9-10 | Washington, DC
MFV INTERNATIONAL FRANCHISE EXPO
June 1-3 | New York, NY
Partnership event with MFV Expositions/Comexposium
FRANCHISE CUSTOMER EXPERIENCE CONFERENCE
June 20-22 | Atlanta, GA
Partnership event with Franchise Update Media
MFV FRANCHISE EXPO SOUTH
September 8-9 | Ft. Lauderdale, FL
Partnership event with MFV Expositions/Comexposium
LEADERSHIP SUMMIT AND FRANCHISE ACTION NETWORK (FAN) ANNUAL MEETING
September 11-13 | Washington, DC
FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE
October 18-20 | Atlanta, GA
Partnership event with Franchise Update Media
EMERGING FRANCHISOR CONFERENCE
November 1-3 | New Orleans, LA
Scan here to learn more about these events and plan your year with IFA!
Good franchisors do operational audits to ensure that the system is being implemented consistently in all locations. Franchise systems need to be able to monitor their franchisees for system compliance to ensure brand protection. Strong franchisees welcome the audits, knowing that it’s protecting their investment. Audits may uncover such things as weak internal controls, higher-than-average operating expenses, and possible internal theft. Such feedback from an audit, either
financial or operational, can provide valuable information that will assist in improving the business.
Periodic audits are an important part of any franchise system. Often, compliance problems are the consequence of innocent mistakes. Where there are issues, audits can identify them and corrections can often be made to improve profitability. If the compliance issues are ongoing, it may be grounds for termination of the franchisee. It’s important that all franchisees protect their investment in the system by meeting their financial and operational obligations.
1. Most franchise agreements require franchisees to submit regular reports. These reports are usually:
a) Submitted on a monthly basis
b) Submitted in person as part of an elaborate presentation
c) A summary of the franchisee’s financial reports, sales metrics, and/or profit and loss statements
d) Both a) and c)
2. True or false: Franchisors require regular reporting from their franchisees because it’s in everyone’s best interests to be aware of what’s happening throughout the franchise system.
a) True b) False
3. Franchisees are usually also required to submit reports and documentation to the government. What are some of these submissions?
a) GST/HST reports
b) Employment insurance
c) Payroll reports
d) All of the above
4. There are benefits to regular franchisee reporting. They include:
a) Protecting franchisees’ investments through early recognition of any problems or issues
b) Feedback and benchmarking
c) Both a) and b)
1. An audit is generally performed by a franchisor when a franchisee:
a) Is operating successfully and meeting all obligations as set in the franchise agreement
b) Fails to submit required reports
c) Is suspected of paying royalties not aligned with the actual amounts due
d) Both b) and c)
2. True or false: When a franchisor conducts a financial audit on a franchisee, there’s no allowance made for errors in accounting/ reporting.
a) True b) False
3. The franchisor may also carry out operational audits on its location. Things that may be looked at during an operational audit include:
a) Cleanliness and appearance of the location
b) Use of approved products and suppliers
c) Confirmation of proper licences and insurance
d) All of the above
4. True or false: Periodic audits, both financial and operational, play an important role in the success of any franchise system.
a) True b) False
Global Franchise is the unmissable resource used by countless international franchising professionals from around the world. Comprised of an award-winning print magazine, special regional and sector reports, digital editions, video, website, podcast, newsletters, awards scheme, and exclusive Global Franchise Pro member content, it’s truly the one-stop-shop that your organization has been looking for.
Founders, investors, and entrepreneurs alike turn to Global Franchise when keeping up with the latest industry news and trends. And with the recent introduction of Global Franchise Pro, the Global Franchise experience is now supercharged. Interested in discovering brand-new franchise concepts, funding your expansion, or learning from the titans of industry? Look no further. DISCOVER
Want to advertise your franchise brand to our vibrant audience of high-net-worth investors? Contact firstname.lastname@example.org
Ready to be a home inspector? With over 40 years of home and commercial inspection experience, Carson Dunlop is the most trusted choice in home inspection franchises. Start your new career with a low-overhead, time-tested business model in a growing industry. From technical training to ongoing marketing support, we empower you to provide excellent customer service and comprehensive reports while growing your referral base and building a lucrative business.
Franchise Units in Canada: 12
Franchise Fee: $34,900
Investment Required: $40,600-$49,400
Available Territories: BC, AB, SK, MB, ON, NB, NS, PE, NL
In Business Since: 1978
CFA Member Since: 2022
FRANCHISE WITH AN ESSENTIAL BUSINESS
• A trusted brand – Nearly 700 locations worldwide and 35+ years’ experience franchising
• A robust model – COBS Bread is built on providing exceptional product, friendly service and a welcoming environment for all customers
• Community focused – All bakeries donate to hundreds of local schools, groups and charities across Canada
• Authenticity – COBS Bread operates with honesty and transparency
• No initial franchising fee for new bakeries
• Flexible nancing options
CFA Award of Excellence in Franchising, Silver Award Winner
2010 & 2012 Recipient
CFA Award of Excellence in Franchising, Bronze Award Winner
CFA Franchisees’ Choice Designation
Contact the COBS Bread Franchising Team
P 1 866 838 COBS (2627)
Helping your franchise be more successful. At CIBC, we have been involved in the franchise industry and franchise nancing for greater than a quarter century. We have a dedicated National Franchising Services Team that deals with many of Canada’s most successful franchise systems and we have the expertise and customized nancial solutions to help franchisors and franchisees succeed.
199 Bay Street, 4th Floor Commerce Court W Toronto Ontario, M5L 1A2 CA
Contact: Greg Windle, Market Vice President National Franchising Services (416) 980-2792 email@example.com
CFA Member Since: 1985
Driverseat is an award-winning system, that specializes in transportation solutions. Our franchise partners provide shuttle services through their team of Chauffeurs, while they work on business development in their community. Driverseat franchise locations offer transportation to airports, winery/brewery tours, non-emergent medical transport, and weddings in mid-sized commercial shuttle vehicles.
• Total capital required - $65K
• $30K franchise fee (included in the total capital required)
• Comprehensive training program
• Innovative technology platform
• Canadian owned and operated
• No capital real estate leases
• $6 billion industry
• No need for inventory
• Award winning support
• Remote capabilities
Give your customers a locally-based alternative for purchasing their business supplies
eSupply Canada is a national, online distributor of of ce, janitorial, and industrial supplies. We provide Canadians with a local alternative to the big box retailers and bring together over 1 million products in an easy-to-use website. Our home-based, dropship model means there are no long-term leases, capital investments, or up-front inventory purchases required from our owners. Better still, our corporate of ce handles all customer service requests, including shipping, returns, and inquiries. To enhance the success of our owners, we’ve partnered with a leading post-secondary institution to co-design and co-deliver a world-class training program. And, as one of the only Indigenousowned franchisors in Canada, we’re looking for owners who re ect the diversity and the demographics of Canada. If you’re sales-oriented and interested in building a great home-based business, we want to hear from you.
Let’s Get Moving has been in operation for 12 years with a strong record of customer service and service reliability throughout Canada. The usage of modern technology and our customer service sets us apart from our competitors. We have a proven business model which won us awards for our services. Our business model is recession proof and will earn you a great return of investment. We have franchise opportunities available all over Canada and US.
Corporate Units in Canada: 4
Franchise Fee: $40,000
Investment Required: Inquire
Available Territories: All of Canada
In Business Since: 2010
CFA Member Since: 2022
Laser Clinics Canada (LCC) believes beauty is tailored to you. We are passionate about delivering best-in-class treatments and services using medical-grade, industry-leading technology at affordable prices. Laser Clinics has a unique 50/50 business model where the business and its franchise co-owners share equally in the investment, expenses and the business performance outcomes of their respected clinic entity. Each new clinic comes fully furnished, and is accompanied by industry leading equipment, retail and professional stock, including IT set-up – a true turnkey franchise!
Corporate Units in Canada: 4
Investment Required: $354,275-$515,025
Available Territories: All of Canada
In Business Since: 2022
CFA Member Since: 2022
After over forty years of providing easy-to-prepare, top quality foods, M&M Food Market has become a trusted and iconic Canadian brand that customers have come to rely on for a uniquely convenient and welcoming shopping environment which has never been more relevant than during the recent COVID-19 pandemic. Canadians were looking for help to serve real food that t with the reality of their busy lives when eating at home has never been more prevalent. As the only national food retailer in Canada with a full food portfolio of products that have absolutely no arti cial colours, avours or sweeteners, our Real Food Promise has remained a key differentiator that sets us apart from our competition. We offer innovative products for those looking for new and different meal solutions including more than 35 gluten free products spanning every category, our customers can trust they’ll nd something that suits their dietary needs.
The initiatives that we implemented during our recent brand transformation such as our new store design, food innovation, digital marketing and eCommerce (including in-store, curb-side pick up and delivery) along with our industry-leading loyalty program have put M&M Food Market in a position to be able to continue to serve our loyal customer base when they need us the most. Reach out today to nd out about the opportunities we have nationally where you can be your community’s M&M Food Market brand ambassador! For more information, visit our website at www.mmfoodmarket.com/en/franchising or call us at 1-800-461-0171.
For 65 years
Mamma’s Pizza™ is Toronto’s favorite pizza. Founded by Lidia Danesi in 1957. Her pizzas became so popular that they called her “Mamma, Queen of the Pizza’s” and that is how the brand was created. Ever since the brand has been passed on to the second and third generation and is now professionally managed with franchise locations across the GTA and spreading its wings across Canada.
Our experienced team coordinates every aspect to set up a new franchise and offers ongoing support as and when required. We aim to create a strong and long term business for you and your family. www.mammaspizza.com
Franchising with Pizza Depot means partnering with a system that’s committed to your success. With over 40 restaurants across Canada, our team of site development experts are dedicated to scouting ideal locations for Pizza Depot. We work with you to negotiate leases and develop interiors that are welcoming and comfortable. We also provide comprehensive training in customer service, marketing, and general store management. When you turn the key, all equipment and supplies are ready for you, and the corporate team is with you every step of the way, ensuring your success.
MNP is a leading national accounting, tax and business consulting rm in Canada. Through partner-led engagements, we provide a collaborative, cost-effective approach to doing business and personalized strategies to help organizations succeed across the country and around the world.
Contact: Rick Chittley-Young, CPA, CGA, Partner Rick.Chittley@mnp.ca
Phone: (289) 293-2400
Maverick’s Donuts began operations in 2016 with one small location in the heart of central Ottawa, spending the rst 4 years re ning its recipes over and over, and building a name in Ottawa for being the one true “Maverick” of the donut world. When the pandemic hit in 2020, Maverick’s opened its rst suburban location in Ottawa’s west end with huge success. Our franchise program began in 2021 and we have already opened or sold 30 locations, in both Ontario and Alberta.
Our donut shops offer 50+ unique avours throughout the year, and we cater to weddings, corporate events, birthdays, and other special events. Freshly roasted coffee and soft-serve ice cream round out our amazing products.
As Maverick’s Donuts continues its Canada-wide expansion, we are looking for dedicated, energetic people who want to own and operate and exciting brand that appeals to people of all ages and all cultures. Full training and support is provided. Bank nancing programs available.
Bene t from over 40 years of our brands’ collective experience delivering training and systems for digitally savvy marketing, cutting edge technology and easy to follow operations. Gain the foundation to begin your journey toward successful business ownership and a more exible lifestyle.
Discover which of our franchise brands is right for you. Visit: go.nbly.com/CFA • Call today: 866-687-1106
Pet Valu is Canada’s largest and leading pet specialty retailer of pet food and pet-related supplies. Outside of Quebec, we and our franchisees operate over 640 stores across our various banners located throughout Canada. Pet Valu’s mission is to be Canada’s preferred pet retailer delivering the products, care, expertise, and moments that devoted pet lovers want locally in stores and everywhere online. Our stores offer over 7,000 products, including national, premium, and award-winning proprietary brands of food and supplies. Providing local, neighbourhood experiences with high-touch personalized customer care and omni-channel capabilities, offering sought-after services and a broad product selection. Many of our stores are locally owned and operated, we offer turn-key stores, ample training, and support for our franchisees.
Franchise Units in Canada, outside of Quebec: 419
Corporate Units in Canada: 230
Franchise Fee: $40K
Investment Required: $390,100 - $692,500
Available Territories: BC, AB, SK, MB, ON, NB, NS, PEI
In Business Since: 1976
CFA Member Since: 2010
Grab Your Slice of Life!
Pizza Pizza began in December 1967 in a 300 square foot store in Toronto at the corner of Wellesley and Parliament Street. Since then we became the biggest pizza chain in the country. Our success stems from our customer focus. Our commitments to freshness, quality, and innovation have led us to the top of the pile in the pizza industry. Pizza Pizza delivers on its goals time and time again as we strive to make the best pizzas around at reasonable prices. Moving forward, we will continue to hold our leading position through community involvement and environmental stewardship. Consider what Canada’s most successful pizza chain has to offer you:
• A commitment to quality, freshness, customer satisfaction and innovation
• Superior marketing and promotional support
• State-of-the-art technology
• Ongoing professional development
• Comprehensive training
• Site selection, lease negotiation and professional architectural design
• Knowledgeable support staff
• Administrative systems
• We supply the ingredients
• Be your own boss!
Franchising information: firstname.lastname@example.org
The Pizza Nova story began in 1963 when a young Italian family opened the very rst Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 145+ locations across Ontario and specialize in hand-tossed, Artisan-style pizzas that are complemented by an extensive menu of proven favourites.
Our 60+ years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015 we became the rst Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics or added hormones. We have since expanded our ‘Raised Without Antibiotics’ pro le to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the rst pea protein-based pepperoni as a plant-based alternative to our diverse menu, as well as plant-based chick’n bites, thus further expanding our reach to include vegans, vegetarians and exitarians alike. We provide comprehensive training, easy ordering from our HAACP approved commissary, location identi cation & design, operations support and innovative marketing initiatives that bring customers through your door.
Pizza Nova is the Of cial Pizza of the Toronto Blue Jays™, Toronto International Film Festival, and the CNE.
For more information on Franchise Opportunities
please contact Meraj Jamal, Franchise Development Manager
Phone: 416-439-0051 ext. 1016 Email: email@example.com
At Stagecoach Performing Arts, we teach 4–18-year-olds to act, dance, and sing; not only to perform on stage but also to perform better in life. In 35 years, we have seen over one million young people gain con dence and build essential life skills. Our weekly classes allow students to develop Creative Courage for Life. We have over 300 franchisees across eight countries with 3,000 schools and classes worldwide delivering 5,000 hours per week.
Sunly, a pioneer and leader in the rapidly rising solar industry, is a rst to market solar installation franchise that is revolutionizing one of the fastest growing industries in North America today. *We took our decades of experience and knowledge of performing 1,000’s of solar installations and founded Sunly to capitalize on the rapid growth this industry is beginning to experience and at the same time, bring a professional and standardized approach to solar across Canada,” says Jason Hibbard, CEO and Co-founder. With a record breaking corporate location, our decades of solar installation experience, a highly compelling business and growth model, and an industry that is in the midst of taking off, Sunly is creating the rst nationwide residential Solar brand in Canada.
Franchise Fee: $40,000
Available Territories: All of Canada
In Business Since: 2019
CFA Member Since: 2022
X-Golf is an indoor golf simulator and entertainment franchise that features the world’s most advanced golf simulator technology. The X-Golf franchise model offers an exciting business opportunity for those ready to pursue a new venture in a unique, non-saturated, developing sports and entertainment industry. Our indoor golf simulator venues are market leading, sophisticated, socially interactive locations. We streamline our food and beverage service to create low overhead, high margin opportunities for our franchisees. This is all backed by state-ofthe-art, innovative virtual reality technology.
Want to Become a Part of the X-Golf Franchise Family?
Visit XGolfCanada.com for More Information.
Join The UPS Store franchise network and count on the support from our experienced Home Of ce and in- eld teams to get you to your grand opening and beyond. Many offer printing or shipping services, but our dedication to innovation and convenience are what keep The UPS Store at the top of our industry. With over 370 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee you will enjoy an established system to get your business started off on the right track; in-depth training programs and ongoing support to make sure you continue to succeed; and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. Proud to have been designated as an Essential Business at a time Canadians needed us most.
Visit us at theupsstore.ca. We Print, Ship & More!
Locations, North America: Over 5000
Locations in Canada: Over 370
Minimum cash investment: $100,000
Total cash investment: $199,250 to $218,500 plus working capital. For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.
116-5399 Eglinton Ave W, Toronto, ON M9C 5K6 Web: FranchiseCanada.Online
Contact: Lauren Huneault, Editor
Franchise Canada is a complete multi-channel media outlet, committed to delivering the best content to help prospective franchisees achieve their dreams and create their franchise futures. Franchise Canada properties include the magazine, print directory, website, tradeshows, podcast, videos, e-newsletter, e-blasts, and social media. Through all of these channels, Franchise Canada reaches an audience of over 750,000 per year. For advertising information, contact Om Mehta at firstname.lastname@example.org.
In Business Since: 2000
As Canadians return to public life, health is the number one priority for many people. But there’s more to staying happy and healthy than vitamin supplements and doctor visits. The franchises presented in this issue have made it their missions to keep Canadians looking and feeling their best.
In the May/June 2023 issue of Franchise Canada, we shine a spotlight on the great franchise brands offering services and products geared toward healthy lifestyles. These franchises are in the business of making minds and bodies stronger, all while strengthening franchising in Canada. In the cover story, we feature a range of fitness clubs, yoga studios, and massage clinics delivering healthy lifestyle options for clients.
This issue also explores the franchises keeping kids and families strong and healthy and features a special focus on the casual and fine dining industry, which provides unforgettable meals for patrons, and offers immense opportunities for prospective franchisees looking to make an impact in their local communities. In addition, we feature business consulting and coaching services, for those who want to be in the business of helping other owners find success.
Check out the May/June issue for this content and more, alongside our franchisee success stories and expert advice from franchise professionals.
HEALTHY: From swimming lessons to lice specialists and active camps promoting healthy lifestyles to brands supplying hearty meals, we present a full-range look at brands keeping kids in tip-top shape, inside and out.
IN THE BUSINESS OF BEAUTY:
Sometimes the last step in feeling your best is looking your best. These salons and spas across Canada are available for growth for beautyconscious franchisees.
For all your sculpting and shaping needs, these fitness franchises offer a range of options for all lifestyles, including yoga, cardio, and weightlifting studios.
BUSINESSES: This industry offers all types of trimming and treatment to keep clients limber and satisfied! Between private gyms and hot stone massage studios, there’s plenty of opportunity for success in the health and wellness sector.
Our case study series on franchise resales continues with tips, tricks, and advice from franchisees who adopted previous owners’ locations rather than receiving their own location pre-construction.
IN EVERY ISSUE:
• Industry News
• Show Me the Money
• Franchise Tutorials
• Leadership Profile
• Giving Back
• Home-Grown & Locally Owned
• Ask the Experts
• Day in the Life
• The First Year
• Next Generation in Franchising
• Franchise Fun
*Editorial subject to change
(continued from page 91)
It’s essential that the franchise agreement and the lease agreement have matching terms for the lengths of the agreements. For instance, if the franchise agreement is set for 10 years with the option to extend for another 10 years, the lease agreement should reflect the same time frame, including the option for renewal. When there’s a
discrepancy between the two agreements, it can result in adverse outcomes, such as difficulties in selling your franchise to a prospective buyer.
The items mentioned in this article are just a few of the key considerations that every franchisee should consider before committing to a franchise agreement. It’s important to work with an experienced franchise lawyer to ensure you understand all the terms and conditions of the franchise relationship, and to protect your investment.
THE NUMBER OF SENIORS in Canada is growing at a significant rate. As baby boomers age out of the workforce, more care programs that allow them to age with dignity will be required. Enter Home Instead. Since 1994, the company has been helping seniors age well at home, while providing much-needed assistance for families and caregivers.
Greg Bechard knows this story all too well. As a child, he witnessed his mother’s involvement with social purpose organizations like Meals on Wheels. She encouraged him and his siblings to follow the same path. Today, Bechard and his sister operate a handful of Home Instead franchises across Ontario in Etobicoke, Mississauga, Richmond Hill, Newmarket, Ottawa, Guelph, Cambridge, and Kitchener-Waterloo.
With Home Instead, home care providers develop tailored plans to meet individual seniors’ needs, including Alzheimer’s and dementia care, nursing, and hospice support, while helping with everything from grooming, mobility, and 24-hour home care to meal planning and medication administration. “We’re trying to create an environment where all seniors can age at home, with grace and in a safe manner,” says Bechard. “So, it’s really our focus.”
Home Instead has a series of supplementary resources that go beyond the typical scope of home care and ensure that the care continues, even after a worker’s shift ends. In addition to its core services, Home Instead makes use of grants, providing free care to seniors in need and using its nearly 30 years of name recognition to raise money for charitable initiatives like the annual Walk to End Alzheimer’s.
Home Instead franchisees are also rewarded for meeting key metrics with the company’s annual Founder’s Award. Bechard won the award last year, and in the spirit of giving, put the earnings back into the communities who may not have or be able to afford the services.
“We distributed $120,000 to seniors in Mississauga and Etobicoke,” he says. “That money is directed to organizations in our local community, and generally, those are seniors that we’re not serving.”
Portions of the money were contributed to the Alzheimer’s Society, Etobicoke Support Services, and CANES Community Care, another senior services not-for-profit organization. Bechard notes that even though those organizations run competitive services, spreading the wealth to a fellow senior care organization was a no-brainer. “Adult day programs are a great resource for seniors in all our communities,” says Bechard. “So, if we can get behind that and help support that, then that’s at the forefront of our thinking.”
Over time, Home Instead’s philanthropy has turned it into a household name and provided companionship and improvements to the quality of life for seniors.
When it comes to innovative care services, franchisee-driven initiatives have been adopted by the entire franchise network, so members get a say on future care services that become national programs. The Pen Pal program, which began a few months into the COVID pandemic, was one such initiative. Throughout the entire Home Instead organization, staff members and volunteers of all ages wrote letters to seniors, finding companionship and common ground at
a time when everyone needed it the most. Bechard says that it was special to see the organization follow a franchisee-led initiative.
As for the future of Home Instead’s charitable efforts, Bechard says head office is starting to get creative and looking for ways to stretch the brand’s impact even further. “We want to do better; we need to do better. There’s an opportunity for us to create greater awareness.”
For prospective franchisees interested in senior care agencies, rest assured that all necessary processes, like quality assurance and training, are taken care of with Home Instead. Beyond the necessities, franchisees who take “extreme ownership,” as Bechard puts it, for their business and their community, attract better clients and community members.
“You’ve got genuinely motivated giving people who care about seniors, and I think that is part of the reason that leads to our tremendous success, is that we do it because we care.”
Ultimately, Home Instead franchisees become community experts and are always open to feedback on services they provided or even services witnessed elsewhere. “Maybe you’re looking for an adult day program or you’re looking for transportation,” says Bechard. “If we don’t know somebody who can do something that’s required, I can assure you, we know somebody who knows which agency or organization can provide that support.”