Franchise Canada September/October 2022 (UNLISTED) by Franchise Canada

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Subscribe for FREE at FranchiseCanada.Online POWER FRANCHISEYOURSEARCH WITH A Canadian Franchise Association Publication / FranchiseCanada.Online |SEPTEMBEROCTOBER2022 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM ad 0722.indd 1 2022-08-05 9:57 AM 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM 2022-08-05 9:57 AM 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM FRAN full page ad 0722.indd 1 2022-08-05 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM FRAN full page ad 0722.indd 1 FOOD FRANCHISES SERVING INTERNATIONAL FLAVOURS CANADIAN COFFEE AND BAKED GOODS SPECIAL FOCUS ON AUTOMOTIVE FRANCHISES CANADASTRONGFRANCHISES Home-grown, established food brands offer appetizing franchise opportunities

Join Canada’s Fastest Growing Donut Brand! “Owning a Maverick’s is a dream come true!” Abbey, Franchisee www.mavericksdonuts.com/franchise

As more people turn to meals prepared at home , M&M Food Market has become the franchise to own.

REAL FOOD FOR REAL LIFE. A REAL OPPORTUNITY.

Times are changing and our stores are changing right along with them. Never standing still, innovating, and adapting to the challenges of today while preparing for tomorrow has been a key to success in our 40 year history.

Learn more about a franchise opportunity built for today and tomorrow at mmfoodmarket.com. the future is frozen

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CANADAFRANCHISE

Special AutomotiveFocus:Franchises

your search

Canada Strong Franchises Home-grown, established food brands offer appetizing franchise opportunities

Why you should consider a franchise in this sector!

• Credible franchise opportunities

New or Tried and Tested? Navigating the pros and cons of emerging and well-established franchise opportunities

directly

4 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online SEPTEMBER/OCTOBER 2022 CONTENTS

you

COVER STORY

What You Need to Know About Franchising Your Business Industry experts offer their advice through Franchise Canada 's video series

FRANCHISESPECIAL FOCUS

World Tour of Taste Food service franchises offering global flavours

Pizza Party

Keeping The Coffee and Baked Goods Category Fresh Canadian franchises are brewing up coffee and baked goods opportunities from coast to coast

Get the info you need

Three major Canadian pizza brands dish on how franchisees are helping them taste success

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.

FEATURES

A Smooth Transition WAXON founder and CEO Lexi Miles Corrin on her passion for female empowerment, evolution within the beauty industry, and expecting massive growth in 2023

A DAY IN THE LIFE

Jessika Venne and Daniel Lambert share how they manage their cashier-less grocery store

DEPARTMENTS

Fuzz Wax Bar franchisee Alexia Pilla reflects on being a young woman business owner and how support paved the road to franchising

September | October 2022 5Franchise Canada

ICONIC BRAND

All Aboard the Smoke’s Poutinerie Rock N’ Roll Gravy Train!

Mark Cunningham of Smoke’s Poutinerie offers a glimpse into the art of balancing family time with the brand’s plans for GLOBAL DOMINATION!

This issue:

Franchise is by www.cfa.ca in to Franchise

| www.FranchiseCanada.Online Tune

HOME-GROWN LOCALLY-OWNED&

THE FIRST YEAR

Orangetheory Fitness franchisees Stephen Wilk and Dave Cannon prove that you can still make gains while facing setbacks

The M&M Evolution How franchisees and store overhauls keep M&M fresh (and frozen) in customers’ minds

the

NEXT GENERATION IN FRANCHISING

Aisle 24 master franchisees

LEADERSHIP PROFILE

4 Franchises for Under $50K

FRANCHISE FUN

COLUMNS 10 CFA CODE OF ETHICS 16 INDUSTRY NEWS 92 ASK THE EXPERTS 97 MARKETPLACE 105 ADVERTISERS’ INDEX 106 GIVING BACK

• Term of Agreement and Renewals

Multi-unit Mogul

• Renewal Fees and Redesign Costs

Tutorials 15 & 16

100% FranchiseCanadianSystems 73

Working It Out

Canada

published

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www.LookforaFranchise.ca

more information about

this issue.

featured

the Canadian Franchise Association

Canada Chats Podcast! CHECK NOWSEASONOUT6,ONLINE! Available on Google andSoundCloud,iTunes,Play,Spotify,StitcherRadio FranchiseCanadaChats.ca &LISTENLEARN

SHOW ME THE MONEY

FRANCHISE TUTORIAL

Set It and Forget It

This welcome return to restaurants brings a new chal lenge for food franchises, on top of the inflation and staff ing issues facing all businesses: how do they adjust their offering for in-restaurant diners, while also continuing to serve the customers who have come to rely on delivery?

There are certain food categories that always hit the mark with Canadians, and pizza and coffee/baked goods are at the top of the list. On page 37, we highlight how three proven pizza brands are continuing to get this beloved food item to Canadians to satisfy their cravings, and on page 63, we take you on a tour of coffee and baked goods franchises that are helping Canadians get their caf feine fix, alongside tasty treats. However, Canadians are also open to trying new things, as evidenced by the suc cess of the brands featured on page 55, which are bringing global tastes to restaurants across the country, including flavours from Mexico, Greece, Japan, and the Middle East.

Beyond featuring the available opportunities, we also want to share inspiring success stories from the franchi sees who bring these brands to life in their communities.

It’s important to remember that franchising is so much more than just food businesses. While there are many strong food service brands, you can also find franchises in all other industries, from automotive and cleaning ser vices to salons and home improvement. As you look to pinpoint the right opportunity, we have the resources to help, starting with the article on page 31. Here we outline the pros and cons of emerging and established franchise brands: do you want to partner with a brand that’s still mapping out its path, or do you prefer to go with a triedand-tested system?

On page 82, we introduce you to Orangetheory Fitness franchisees Stephen Wilk and Dave Cannon, who had to pivot around pandemic restrictions right as they opened their doors, and now run a thriving location, through engagement with the local community. You’ll also hear from young Fuzz Wax Bar franchisee Alexia Pilla, who owns three locations in Toronto, thanks to a strong multi-unit franchise model (page 73). On page 79, Aisle 24 master franchisees Jessika Venne and Daniel Lambert offer a glimpse into operating the unique cashier-less grocery business, while also working to develop fran chises in the Quebec market.

This Food Issue highlights the strength and resiliency of the Canadian food service industry as it forges forward and embraces these new challenges. Take the four estab lished Canadian food service brands featured in our “Can ada Strong Franchises” cover story, for example. A&W, Mary Brown’s, Recipe Unlimited, and Tim Hortons have found success through strong customer connections, and on page 25, we share how they maintained these connec tions during the pandemic, and how they plan to continue to do so going forward (spoiler alert: strong relationships and support for franchisees play a key role).

hile some have thrived throughout the pandemic, it’s been a long and difficult two years for many franchise businesses in Canada, and the food industry is no exception. Drive-thru generally helped quick service restaurants fare better, for example, than many of those offering in-person dining. Recent numbers released by Statistics Canada, however, signal that the long-awaited return to normalcy might finally be here. This past March saw Canadian restaurant sales surpass pre-pandemic levels, with a 4.9 per cent increase over March 2019. The $6.8 billion in sales also represents a 35 per cent increase over March 2021, and a 62.9 per cent increase over March 2020.

You can also visit LookforaFranchise.ca to explore franchise opportunities across a wide range of indus tries and investment levels, and head to Franchise Canada.Online for more resources, including podcasts, video content, articles, and more. Don’t forget to follow the Canadian Franchise Association (CFA) on Instagram, Facebook, Twitter, LinkedIn, and TikTok for the latest updates in Throughfranchising.theappetizing opportunities, success sto ries, and expert advice provided in this Franchise Canada Food Issue, we hope we’ve given you plenty of food for thought as you consider your franchising future and look to make your business ownership dreams come true.

6 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online PUBLISHER’S MESSAGE

FOOD FORGESFRANCHISINGFORWARD

Sherry McNeil President & CEO, Canadian Franchise Association

TRAININGON&SUPPORT

ADVERTISING

INNOVATIVEMARKETING

PROMOTIONANDOFFERS

Franchise Opportunities are currently available in Ontario, Alberta, Manitoba and Saskatch ewan. Visit www.eggsmart.com for full details on becoming part of the Eggsmart family.

At Eggsmart, we only use the highest quality breakfast ingredients to ensure our customers are making smart decisions every day. The proof is in the poaching or the scrambling, or however you take it because that’s how Eggsmart will make it. All the ﬁxings, with none of the fuss. It’s time to get serious about simplicity and back to basics.

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BE PART OF BREAKFAST PHENOMENONan emerging

Eggsmart currently has over 45 locations and continues to focus on growth throughout Canada. At Eggsmart, we are dedicated to build ing strong franchise relationships with people who have a passion for the fresh food industry and a drive to succeed.

OPERATINGSHORTERHOURS

ATTRACTIVEFOODCOST

John Prittie, TWO MEN AND A TRUCK

Chuck Farrell, Pizza Pizza

Joel Levesque, McDonald's Restaurants of Canada

Canadian Franchise Association (CFA)

Frank Stanschus, Little Kickers

*Executive Committee member CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year. out more about these companies at www.cfa.ca/sponsorship

The

Find

© 2022, Canadian Franchise Association. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

CFA BOARD OF DIRECTORS

EDITOR Lauren Huneault

1ST VICE CHAIR Ryan Picklyk, A&W Food Services of Canada Inc.

LAW FRANCHISESSHOWCASEDFIRMS:

Andrew Hrywnak, Print Three Franchising Corporation

Ken Otto, Redberry Restaurants

EDITORIAL ASSISTANT Daniel McIntosh

Georgie Binks, Suzanne Bowness, Lauren Huneault, Joelle Kidd, Gina Makkar, Daniel McIntosh, David Chilton Saggers, Stefanie Ucci, Jordan Whitehouse, Kym Wolfe

Legal Disclaimer

AD COORDINATOR Andrea Lee

Steve Collette, 3rd Degree Training

GRAPHIC DESIGNER Andrea Lee

Publications Mail Agreement No. 41043018

PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association

SECRETARY & GENERAL COUNSEL

Thomas Wong, Chatime

Gary Prenevost, FranNet

TO SUBSCRIBE TO Franchise Canada visit www.FranchiseCanada.Online or call 1-800-665-4232 ext. 238.

John Gilson, COBS Bread

VP, CONTENT & MARKETING Kenny Chan

CONTRIBUTING WRITERS

PUBLISHER

8 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

CHAIR, FRANCHISE SUPPORT SERVICES

BOARD CHAIR David Druker*, The UPS Store

ADVERTISING SALES Om Mehta

Kirk Allen, Reshift Media

TREASURER Lyn Little, BDO Canada LLP

Stephen Schober, Metal Supermarkets Family of Companies

DIRECTORS

Todd Wylie, Master Mechanic

We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or magazine/.franchisecanada/franchise-canada-https://cfa.ca/

FRANCHISE FUN ILLUSTRATION Sam Gorrie

FOR ADVERTISING INFORMATION: Om omehta@cfa.caMehta

PAST CHAIR Gerry Docherty*, Good Earth Coffeehouse

Larry Weinberg*, Cassels Brock & Blackwell LLP

Darrell Jarvis*, Fasken

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

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.

Rimma S. Jaciw, CFE, WSI Digital

Contact

With a low initial investment and high growth potential, this is the perfect franchise opportunity for you. Take control of your journey today. Driverseat

At GrowthDriverseat,IsAGiven, Not An Option

And our franchisees experience this ﬁrsthand. Nestled in between the ridshare market and large coach bus market, Driverseat ﬁlls a massive gap in the transportation industry.

With an exceptional increase in demand for personalized transportation services, Driverseat is poised to take on extensive growth and cater to the need for these specialized services. As a Driverseat Franchise Partner, you lead your Chauffeur team in a high-growth industry and pave the road for convenient, care-based transportation, right from the comfort of your own home.

People are always on the move, and that's why we are too. In this multibillion dollar industry, there is exponential demand for airport shuttles, wedding transportation, transportation for the vulnerable population, an care based transportation that provides an unbeatable client experience. Driverseat services give an engaged couple the chance to create an unforget table wedding experience for their guests, a family the chance to start their holiday with a comfortable door-to-gate shuttle, or help get your elderly loved one safely to-and-from their weekly medical appointments.

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10 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

he Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excel lence 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 Can ada. 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, stan dards and practices. The following are considered by the Association to be important elements of ethical franchis ing practices:

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

7. A franchisor and its franchisees should make reason able efforts to resolve complaints, grievances and disputes with each other through fair and reason able direct communication, and where reasonably appropriate under the circumstances, mediation or other alternative dispute resolution mechanisms.

CODE OF ETHICS

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, join ing or participating in any franchisee association, or penalize a franchisee who does so.

8. A franchisor and a franchise support services mem ber should encourage prospective franchisees to seek legal, financial and business advice prior to signing the franchise agreement.

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 ser vices member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support ser vices member has such qualification.

5. A franchisor should provide reasonable guidance, training, support and supervision over the business activities of franchisees for the purposes of safe guarding 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.

3. All matters material to the franchise relationship should be contained in one or more written agree ments, which should clearly set forth the terms of the relationship and the respective rights and obli gations of the parties.

1. Franchise system and franchise support services members should fully comply with Federal and Pro vincial laws, and with the policies of the Canadian Franchise Association.

9. A franchisor should encourage prospective franchi sees to contact existing franchisees to gain a better understanding of the requirements and benefits of the franchise.

4. A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, per sonal 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 dis criminate based on race, colour, religion, national origin, disability, age, gender or any other factors prohibited by law.

LOOK EXCELLENCEFOR

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.

default and grant the franchisee reasonable opportu nity to remedy the default.

2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all mate rial 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 franchi see executing any binding agreement relating to the award of the franchise.

“PIRI PIRI ROTISSERIE & GRILL”, is a revolution in the Quick Service Restaurant Industry where good, fresh food is prepared in front of customers in a very quick manner. Not fast food, but real authentic home style food, served fast!! Founded in 2012, with 6 restaurants open and 3 in development, Piri Piri Rotisserie & Grill is destined for growth throughout Canada, a unique concept with minimum competition that has proven to work in practice. PIRI PIRI Franchising Inc. is now on the look-out for “Partners in Growth”. Single unit, Area Development and Master franchise opportunities available. Restaurant operators and entrepreneurs are invited to come on board and join a winning concept with global potential! To learn more about this franchise opportunity, visit: https://franchise.piri-piri.ca/ NOT FAST FOOD, BUT REAL AUTHENTIC HOME STYLE FOOD, SERVED FAST!!

The new platform can be accessed from any browser and device. A sin gle sign-on feature means users can log in once and have access to all their customers’ information on the platform’s customizable dashboard. It’s also fully integrated with Quick Books Online accounting software.

ADVERTORIAL

forms, or partner with different organizations and groups,” says Guy Thomas, Director of Business Devel opment. “So, we’ll have a lot more flexibility.”Telpayplans to build up its part nerships and integrations as time goes on. The platform will also be able to update and evolve without customers having to repurchase or upgrade.Justlike its desktop product, Tel pay for Business’ cloud-based plat form helps accountants, bookkeep ers, and business owners with just about every way they might need to move money electronically: payroll direct deposit, CRA payments, gov ernment remittance, supplier pay ments, and utility payments, just to name a

“This is a huge shift for Telpay,” notes Lyn Walker, Marketing Man ager for Telpay. “We’re Canada’s largest independent payment pro

vider. We were the first B2B pay ment software to come out into the marketplace. Now we’re releasing a new cloud-based payment platform —and this is just scratching the sur face. This is just the beginning.”

BY JOELLE KIDD

Telpay is one such business. Started in 1985, it was the first tele phone bill payment system in the country. When its Telpay for Busi ness desktop payment platform was released in 2002, it was a revelation, allowing businesses to manage pay roll, accounts payables and receiv ables all from a desktop computer. Today, Telpay is one of the country’s largest and most trusted payment providers, processing $20.2 billion in payments each year.

hile many new businesses may position themselves as ‘disruptors,’ it’s not only start-ups that can innovate. In fact, some businesses make innova tion their bread and butter—even longstanding companies.

Now, that same payment ingenu ity is moving online.

A new way to pay Shifting from a desktop to a cloudbased system was a big move, and Telpay took the time to do it right, consulting with its clients as well as industry experts to make sure to capture the most important features.

Flexible, Portable, and Powerful

Telpay’s new cloud-based payment management platform takes business to the next level

“We’re able to have true API integrations”—a way of seamlessly connecting applications—“to other cloud platforms and software plat

Whilefew.the entire back-end system was built internally, Telpay collected feedback from clients and outside experts to ensure the new platform would meet customers’ needs. “We

The new platform’s features make it ideal for franchisees, from the inte

Following client feedback has led to a platform that is easily cus tomizable for the user’s needs. All updates and transactions sync in real time, and linking with account ing platforms makes month-end reconciliation easy. It’s simple to schedule and automate payments so that clients can work ahead. And collaboration is no problem: the platform allows up to 21 approv ers, and clients can customize each user’s level of access and maximum payment amounts. Teams can add comments and notes to invoices and pending payments to quickly resolve issues over the platform.

To learn more and book a demonstration, visit www.telpay.ca ADVERTORIAL

Telpay’s franchise clients range from single location franchisees to multi-unit owners, to master franchi sors. Telpay counts franchise sys tems such as McDonald’s, A&W, Tim Hortons, Mary Brown’s, and Bark Busters among its clients. Logan estimates they have about 500 fran chise locations as clients. “It really works for everyone,” he says.

For instance, some franchisees who manage their own payroll will use the Telpay platform to do so, Logan says. For others, the platform may be more useful in collecting payments. Telpay has franchise cli ents who use the system to collect payments with Pre-Authorized Deb its from their customers, like tuition or monthly gym memberships.

And in the franchising industry, it’s a “Franchiseesgame-changer.are always on the move,” says Josh Logan, Manager of Business Development. “A lot of them are travelling, going from one location to another—not necessarily sitting down at a computer.” Even a multi-unit franchisee popping into different locations throughout the day can process payments along the way, on any laptop or even a tablet or mobile device.

Moving online has made the plat form infinitely accessible—from

gration with QuickBooks Online to its easy-to-use, modern interface. Logan compares it to an amped-up version of an online banking platform, but with more features and far fewer fees. Franchise systems who use Telpay also benefit from special pricing.

Fit for franchising

Telpay is also a cut above in its biller file. “Where we really shine is that we have 150,000 billers on our list,” Thomas points out. Unlike banks, which charge significant fees to list vendors in their biller files, Tel pay sets up vendors at no cost. “That way anyone will be able access them and get them paid,” Thomas says.

The best part is, it’s flexible for any franchised business. “We have 12,000 clients across Canada, and they range from a sole proprietor to publicly traded companies,” Logan points out. Any business of any size can use the platform, and customize it to meet its needs.

wherever, whenever. “Before, you didn’t really have an option,” notes Gauthier. “If you had the software on one computer, that meant you had to do all of your business on that specific computer … if it was in the office and you were at home, wanting to do some catch-up, you couldn’t do it.”

The biggest appeal of the new sys tem is how user-friendly it is, Walker notes. “It’s such a clean, user-friendly interface, and it’s intuitive. There’s not much of a learning curve.”

In today’s world—when working from home has become the norm and others are looking even further afield, this is a huge advantage.

“If they’re at a franchise show, they can still run their payroll at coffee break, or do approvals dur ing a breakout session,” Logan adds. Working online “gives complete flex ibility—you can pay anyone, any where, on any device.”

hired a product manager whose sole function was to work with existing customers, potential customers, and internal groups to look at the best way to design this,” Thomas says. “We had a lot of input from accoun tants and bookkeepers and [others in the] industry when designing it.”

Because everything can be viewed in real time, all in one place, users can look at their dashboard to eas ily see the status of payments: what’s pending, what’s been completed—a simple way to track every step of the process. “It’s a really transparent process and I think it will make the user’s workflow experience a much smoother one,” says Marketing Coor dinator, Rosemarie Gauthier.

NiceJob was born from this expe rience, and the company now uses its reputation marketing platform to help brands, including franchises, turn their customers into fans, and amplify those fans’ voices. The sub scription-based software creates campaigns to help local business owners collect reviews.

“He started the business to test out his new proof of concept of how to grow your business with really the oldest marketing out there—word of mouth, with a modern twist on it,” says Sadja. “He grew this massive window cleaning company using what was the skeleton of NiceJob at the time—focusing on getting more reviews from customers and using those reviews to get more sales.”

Lars Kristensen

initial text message asking them to leave a review. Then, several other touchpoints encourage customers to provide feedback. When a customer leaves a review, they’re automatically removed from the campaign. Nice Job’s other features—like widgets that post reviews directly on a fran chisee’s website, and Social Sharing, which automatically adds all positive reviews to the company’s preferred social media pages—help to not only gather reviews, but ensure that they’re front and centre in their mar keting efforts.

NiceJob’s origin story highlights the impact and importance of customer feedback. The company’s founder, Lars Kristensen, previously built a hugely successful window cleaning business.

The campaigns typically work like this: using a customer list provided by the franchisee, NiceJob will cre ate a two-week campaign to reach those customers, starting with an

Campaigns that turn customers into fans

BY LAUREN HUNEAULT

NiceJob helps Canadian franchises build their reputation and drive sales through customer feedback

s local business owners, franchisees know that the connection they have with their community is the ultimate asset. Positive interactions lead to repeat customers, who then spread the word about their great experiences.

ADVERTORIAL

In-app photo of the NiceJob software, specifically the Engage Widget, which showcases good reviews on the homepage of your website.

That’s where NiceJob comes in. The online platform helps you solicit customer reviews to fuel your business. “The goal is to help you drive sales through your reputation,” explains Jesse Sadja, customer suc cess manager with NiceJob.

Sadja adds that one benefit for franchisees is access to the “super widget,” which compiles reviews from the brand’s different franchisee websites so all reviews can be found in one place. This also helps newer franchisees draw on the franchise’s brand power when they haven’t yet had the opportunity to build those local connections.

Creating Community Connections

Beyond in-person word of mouth, business owners can gain even more mileage from their tried-and-tested credibility by building up their online customer reviews. As people turn to web reviews to validate a product or service before buying, the more likely it is that positive online reviews become a determining factor in whether a busi ness gets the sale or not.

“NiceJob was a solution that was easily implemented and allowed us to continue doing our jobs while the software worked in the background,” says Stanschus. “The reviews them selves are the ROI ... When people look, they can see that we’re a very reputable coast-to-coast company that does a consistently good job for a large number of customers.”

reviews, with a 4.8-star rating. That’s a 993 per cent increase in the number of reviews in a 10th of the time!

The NiceJob platform is costeffective and easy to use, notes Sadja, which means franchisees have time to focus on other aspects of their business, and spend more time with their families.

Oscar Wimshurst, manager of part nerships and alliances with NiceJob, says NiceJob is ideal for franchisees.

Stanschus also notes the impor tance of working with a Canadian brand. “We are a Canadian com pany; we want to work with Canadian brands. And we want to be part of a big Canadian success story.”

“Franchisees by nature are local businesses—in the way those organi zations are structured, you operate in your area and NiceJob is just perfect when you’re trying to dominate a par ticular region in a particular industry.”

Putting franchisees on the map

Sadja notes that as franchisees receive positive reviews, the more likely they are to make it into the “local pack” section of Google, which high lights businesses in a certain area based on different criteria, mainly the number and quality of reviews.

a one-stop customer ecosystem, which helps your customers to pay, allows them to buy gift cards and col lect loyalty points, and encourages them to leave reviews and referrals,” explainsWimshurstSadja.says integrating a gift and loyalty solution will ultimately help further NiceJob’s goal of turning its clients’ customers into their raving fans. “You can identify your best cus tomers because they leave the best reviews, and you can send them gifts or rewards that turn them from great customers into raving fans and your best new ‘salespeople.’”

Sadja highlights the work they’ve done with one of their successful fran chise brands in Canada: Little Kickers.

Sadja says the biggest benefit to franchisees is the increase in sales that comes with building a stronger online reputation. “Over 90 per cent of people will read into a company’s rep utation before deciding to hire them. The goal is to make you top rated, especially on Google, in your area.”

In 2021, NiceJob was acquired by Paystone, a payment processing company, along with Data Candy, a customer loyalty management soft ware. The reason behind the acqui sitions is that “Paystone is creating

He also points to the relationship between NiceJob and its customers as an asset. “We’re a customer-first company and one of our biggest mot tos is ‘how can we turn our customers into fans of NiceJob,’” he explains. “My goal is to build the best relation ship with you … We work hard to cre ate a great experience for franchisees and franchisors.”

“It’s when it has the most impact, when you’re starting out and you’re looking for cost efficient and effec tive ways to grow your business,” he explains. “Most businesses start out by word of mouth, and this is turbocharged word of mouth. We’re getting your reputation as strong as it can be, as fast as possible, and that’s going to get you off the ground as quickly as you can.”

Little Kickers provides soccer coaching for children at locations throughout the country. When the brand’s Canadian CEO, Frank Stan schus, started working with Nice Job, Little Kickers had received 200 reviews over a 10-year period. Now, eight months later, it boasts 2,185

Sadja says that NiceJob is looking to expand its work with the Canadian franchise community. He also notes that, beyond ongoing changes to the platform based on customer feed back, there are big changes on the horizon for NiceJob.

Creating a complete customer solution

Building a strong franchise reputation

To connect with the NiceJob team and learn more, please visit https://nicejob.grsm.io/franchisecanada ADVERTORIAL

“The goal is to show off that repu tation, drive attention to it, and get people to contact you,” adds Sadja. “We’re basically adding what I call ‘social currency’ to the websites of ourWimshurstcustomers.”adds that NiceJob is the perfect tool to help new franchi sees get their name out there in the early stages of business ownership.

A Little Kickers Canada session in action!

Recipe brought a collection of its iconic brands to life on the grounds of the National Bank Open with the newly renovated Food Courtyard. The annual tennis tournament hosted players from the WTA Tour on the grounds of the newly named Sobeys Stadium. Fans visited their favourite Recipe brands like Kelseys, Harvey’s, New York Fries, Pickle Bar rel, Añejo, Durty Dawgs, The Keg, Fresh Restaurants, The Landing Group, and Bier Markt. Visitors were invited to visit their on-site activa tion as well as the expanded Food Courtyard.Recipe’s lead event catering brand, Marigold & Onions, returned to the event. The brand has been serving tennis fans at the National Bank Open for over 12 years.

Pizza Nova Opens Second Location in Courtice, Ontario Pizza Nova, one of Ontario’s leading pizza and quick-service restaurant brands, opened a second location in Courtice, Ontario and its 146th store chainwide in July.

16 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

COBS Bread opened its first bak ery in Canada in 2003 in North Van couver, British Columbia. Since that time, it has expanded its footprint throughout the province and into Alberta, Saskatchewan, Manitoba, Ontario, and Nova Scotia, with its U.S. expansion beginning in Connect icut. COBS Bread’s vision is to be the favourite bakery in every community.

KFC Launches National Campaign to Modernize a Global Brand Truth KFC launched their biggest brand campaign to date, ‘Love at First Bite’ on June 27 across out-of-home, cin ema, and digital, with TV launching on July 4. The campaign’s goal is to reignite Canadians’ love of KFC and to remind consumers what makes KFC so “finger lickin’ good.”

COBS Bread also recently opened its first location in North Bay, Ontario. So far in 2022, the bakery franchise has opened nine bakeries, with plans for more.

In the Canadian market, the cam paign will be supported with influ encer content that will showcase the anticipation and the joy of real ‘first bites.”

Recipe Unlimited Finds a Perfect Match with Tennis Canada and National Bank Open Presented by Rogers Partnership

Bakery franchise COBS Bread opened its 150th bakery in Oshawa, Ontario. The bakery is owned by now-multi-bakery owner Sheri Man ning, who also owns the COBS Bread bakery in Whitby.

COBS Bread Opens 150th Bakery in Oshawa, Ontario

“Giving back to the communities where we operate and serve is baked into the business model,” says Brad Bissonnette, the vice president of mar keting and franchise recruitment. “At the end of the day, our bakeries donate to local charities. It’s just one way our franchisees connect and directly sup port their greater communities.”

Your source for what’s happening in Canadian franchising

INDUSTRY NEWS

“I made the decision to invest in Pizza Nova many years ago and it’s been a great choice,” says Said. “Our first location has done well over the years and I’m very excited to open up this second location with my family by my side helping to both serve and delight existing and new customers.”“Expansion is a great feeling,” says Domenic Primucci, president of Pizza Nova. “It’s especially nice to see a family of entrepreneurs like the Said family succeed and grow its impact in the community and for the benefit of new staff, customers, and other partners and neighbours.”

The campaign is grounded in consumer research that revealed that the anticipation of the first bite

of KFC’s famous fried chicken is a real peak moment in the KFC eating experience.Consumers do take the time to search and find the crispiest, juiciest spot to take their precious first bite from. The campaign speaks directly to the relatable truth of how consum ers savour their food.

This August, Recipe Unlimited Corporation joined the National Bank Open presented by Rogers in Toronto as the newest food and bev erage partner, where event-goers could take a break from the matches and enjoy an elevated culinary expe rience on the grounds.

In keeping with Pizza Nova’s strong family values, the new loca tion, which has been under construc tion since March, is operated by experienced Pizza Nova franchisee and proud member of the Courtice community, Jawaid (Joe) Said, who has worked with Pizza Nova since 1999. Both Courtice locations will be proudly operated by the Said family.

FRESH

If you are as committed to quality as we are, join the Pizza Nova family and enjoy success served with every slice!

franchising@pizzanova.com 416-439-0051

OPPORTUNITY

The promise of pure is at the foundation of everything we do. High quality, locally sourced ingredients, traditional family recipes and proven preparation methods ensure our food is as fresh as possible. It’s an easy promise to keep for our customers.

Tim Hortons Foundation Camps Integrates QR Codes Into Camp Day Awareness Campaign

“We are excited about integrating QR Codes into Camp Day awareness,” said Shannon Hall, executive offi cer, fundraising at Tim Hortons Foundation Camps. “The easier it is for guests to learn about Tims Camps, the more likely they are to support our efforts to change the lives of youth that need us most.”

Tim Hortons’® 31st annual Camp Day was held on July 13th, when restaurant owners in Canada and the United States donated 100 per cent of hot and iced coffee pro ceeds to support Tim Hortons Foundation Camps.

INDUSTRY NEWS DAIRY QUEENFranchise with THERE’S NEVER BEEN A BETTER TIME TO FRANCHISE WITH US! THERE’S NEVER BEEN A BETTER TIME TO FRANCHISE WITH US! dairyqueenfranchising.com

This year, QR Codes were integrated into the Camp Day awareness campaign to help guests quickly learn about Tim Hortons Foundation Camps and donate to the effort. QR codes featured on point-of-purchase materials and other marketing collateral, and with a quick scan of the QR code, guests were instantly directed to the Foun dation’s website where they could access more informa tion about the programs offered, the impact on under served communities, and ways to donate time and funds.

There were several additional ways to participate on Camp Day, with 100 per cent of the proceeds going to Tim Hortons Foundation Camps via these opportunities:

• Buying colourful Camp Day bracelets displaying the themes of confidence, leadership, resilience, or courage

their full potential. With a focus on confidence, leader ship, resilience, and courage, kids from all walks of life have the opportunity to benefit from the camp experi ence at no charge.

Formulated to help today’s disadvantaged youth pre pare for a bright future, Tim Hortons Foundation Camps are skills-based models designed to help children reach

• Rounding up your order to the nearest dollar.

• Purchasing a hot coffee, iced coffee, or placing a Tim Hortons Take 12 order

(toll free Canada)

TALK!

LET'S

•

• Full Training & Support

• Turnkey site selection and construction

• marketing strategy & advertising www.famoso.ca 1.888.597.7272

WHAT WE PROVIDE

Innovative

Famoso Neapolitan Pizzeria & Bar is a neighbourhood-style restaurant business seeking passionate, qualified franchisees who are looking to build a successful franchise business with an established local brand. Call us to help you start your own local Famoso pizzeria.

REDEFINING NEIGHBOURHOODTHEPIZZERIA

Proven Operation System

Famoso is a casual full service pizzeria + bar passionate in bringing authentic Neapolitan pizzas to your local neighbourhoods, along with delicious pastas, salads, and tapas. We believe in using fresh premium ingredients and serving great tasting pizzas, just like they do in Naples. With an open kitchen and bar, you can enjoy watching your pizzas cooked and drinks poured as you experience a unique and casual atmosphere that defines what a neighbourhood pizzeria should be.

partner@famoso.ca

shop processes, including presenting a written estimate before doing any work and offering a view into the ser vice bays in most locations.

“We are a growing, franchisee-focused organization,” said Lenny Valentino Jr., Midas vice president & GM. “Midas has a lot to offer ambitious self-starters looking to go into business for themselves but not by themselves— a famous brand, a full range of high-demand services, including brand-name tires, compelling marketing, and an attractive package of financial incentives. This is an excitingLaunchedopportunity.”in1956, Midas was the first company to offer nationwide, lifetime-guaranteed brake service. Today’s Midas, which delivers a comprehensive menu of services in over 2,000 locations worldwide, distin guishes itself through a number of customer-centric

“We’re providing programs that point the way to a superior, five-star Google auto-service experience for customers,” said Valentino. “Everything we do is geared towards making Midas the place where con sumers want to shop, where car-care professionals want to work … and where potential new franchisees want to own.”

The Toronto Blue Jays and A&W have announced a partnership that will bring the beloved organizations together for the next three years.

A&W is Now The Official Burger of the Toronto Blue Jays

A&W revealed the partnership on the heels of the home-away-from-home Seattle series in July, when thou sands of west coast Blue Jays fans made the pilgrimage from Vancouver to Seattle.

INDUSTRY NEWS YOUR BUSINESS. YOUR SUCCESS. YOUR PIZZA PIZZA. FRANCHISESAVAILABLE www.pizzapizza.ca/franchisingfranchisinginfo@pizzapizza.ca

20 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Midas Named #1 Auto-service Brand in Entrepreneur ’s Top Global Franchises Ranking Midas, the 66-year-old car-care brand and a subsidiary of TBC Corporation, has been recognized as the number one auto-service franchise brand and listed in the 31st position of all global franchise brands on the 2022 Top Global Franchises Ranking by Entrepreneur magazine. The ranking evaluates franchise organizations in catego ries such as costs and fees, franchisee support, brand strength, financial strength and stability, in addition to international size and growth.

Every season, thousands of Western Canadian fans travel from the Lower Mainland in B.C. to Seattle for the annual series, which turns the Seattle ballpark into a de facto home field for the Blue Jays.

Feastfranchising@marybrowns.comonthisOpportunity. Be Part of Our Award-Winning Results and Record-Breaking Growth: 17 Consecutive Years of Same Store Sales Growth Canadian Franchise Association’s Franchisees' Choice Award, 12 straight years Canada's Best Managed Companies, 2019-2022 Voted #1 ‘Best Canadian Fast Food Chain’, Top Tens Big Mary® named Canada’s Best Chicken Sandwich, Daily Hive Canada’s Best Chicken Restaurant, Daily Hive 2019, 2020, 2021 & 2022 | Gold Standard

“At A&W, we’re big baseball fans,” said Amanda Wang, director of national promotions & loyalty. “As a Canadian company, we’re so excited to support Canada’s Team as the ‘Official Burger of the Blue Jays.”

“A&W is a natural choice for our burger partner,” said David O’Reilly, director of partnerships for the Toronto Blue Jays. “Our organizations are both focused on making a positive impact in our communities, and we are both well-loved by Canadians from coast to coast to coast.”

INDUSTRY NEWS

Want to keep up to date with new developments, community programs, and franchise success stories? Head to cfa.ca/franchisecanada/industry-news/ for live updates.

22 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

With this partnership, A&W, Canada’s original burger restaurant, strengthens its affiliation with the game of baseball—A&W has been a proud sponsor of the Blue Jays’ High-A Minor League affiliate, the Vancouver Cana dians, since 2006.

I n the 1960s, it was customary for fast food restaurants to have orders taken at the front counter, which were then passed through a window to the pizza cook in the back. Ted was one of the first who introduced an open kitchen, where pizzas were made in the front of the house, so customers could watch the pizza being freshly made.

B y running its own commissary and distribution facil ity that service franchisees only, Pizzaville guarantees great ingredients and packaging at the best prices as well as consistency chain wide.

A s the franchisor, Pizzaville is responsible for finding and leasing locations and building the store for fran chisees. By doing this, its franchisees can secure ex clusive locations with excellent rents, as the company is the tenant, not the franchisee.

N otwithstanding the challenges presented by the pan demic, Pizzaville has grown to 86 locations and count ing, having opened 10 new locations in the last two years. The franchise will close 2022 with 90 locations, 89 franchised.

I n 1979, Angelo Contardi, the current owner and CEO, acquired the Pizzaville chain which had 4 franchised and 2 corporate locations. Angelo’s father Marco, who immigrated to Canada in 1957, was one of the first mozzarella manufacturers in Ontario – and Pizzaville was a customer. Today, all but one of Pizzaville’s 86 lo cations are franchised with the majority of Pizzaville’s 85 franchisees having been with the company for over 20 years.

Franchise Units in Ontario: 85

Training: Before Opening

T he relationship between franchisor and franchisee remain extremely positive, and is one of the many rea sons why the royalty structure is based on flat fees. Pizzaville is the only chain that charges franchisees on a flat fee basis, which means the harder the fran chisee works and the more successful the store be comes, the more the franchisee gets to keep.

SCAN THIS CODE FOR MORE FRANCHISING INFORMATION FRANCHISE WITH For more information or if you are in terested in b ecoming a P izzaville Franchisee, please email f ranchising@pizzaville.ca

COMING GRAVENHURSTSHELBURNEKLEINBURG OWENCOURTICESOUNDWASAGASOON

P izzaville’s award winning radio commercials are unique, distinct and memorable. Many Ontarians are familiar with and will often recite, in an English Cock ney accent, the popular slogan ‘It was a rainy day in Pizzaville’’. Along with the company’s other famous tag line, from the radio spot Misunderstanding that promotes Pizzaville’s central phone number, “its 7-3-63-6-3-6” NOT 7-free-sex-free-sex-free-sex.

CFA Member:

P izzaville stores are attractive and functional and make customers feel welcome. Scan the QR code l o cated at t he bottom of t he page to see Pizzaville’s newest store esthetic at a number of its locations.

Franchise Fee: $25k

Start-Up Capital Required: $200-$250k

Fo unded in 1963, Ted Adelman brought New York style pizza to Toronto by creating Pizzaville – one of the first pizza chain franchises in Ontario.

Current Owners: 1979

Business Founded: 1963

Investment Required: $400-600k (Includes FF)

Support for first 3 months of opening

Available: Locations in Ontario (4 new locations)

hroughout the years, Pizzaville’s brand promise has ditional way. Having one of the longest running radio campaigns in North America, Pizzaville’s commercials emphasize this promise that “Pizzaville will not be the cheapest or fastest option, but will strive to deliver the best pizza”.

Franchising Since: 1980 2004

FRANCHISING STATISTICS

H aving its own in-house call center, proprietary web site and mobile app, Pizzaville ensures professional,

Request more information at www.esupplycanadafranchise.ca O F F I CE | J A N I T O R I AL | I N DUS T R I A L Starting Your Own Business Has Never Been Easier Give your customers a locally-based alternative for purchasing their business supplies FinancialFreedomBHomeased FlexibilityBe Your Own Boss OpportunityUnlimited Proven Business Model MarketingSupport Support & Mentoring Proven Business ModelComprehensiveTraining ExclusiveTerritory Become an eSupply Franchisee

BY KYM WOLFE

brand-specific apps were

Franchise Canada talked to a few of these Canadian food service brands, and learned that although chal lenges persist, there is a sense of confidence and many opportunities for growth across Canada. The benefits of belonging to a franchise system are more valuable than ever, from volume purchasing power as the cost of food escalates, to strong brand recognition and effective mar keting initiatives.

were forced to quickly

Restaurants adapt to the chal lenges were resources of navigating those challenges platforms became more robust, created, and thirdparty Franchisees

Franchise Canada September | October 2022 25 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM FRAN full page ad 0722.indd 1 2022-08-05 9:57 AM 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM 2022-08-05 9:57 AM 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM FRAN full page ad 0722.indd 1 2022-08-05 9:57 AM 905.760.2244 EXT 2255 | FRANCHISING@RECIPEUNLIMITED.COM | RECIPEFRANCHISING.COM FRAN full page ad 0722.indd 1 CANADASTRONGFRANCHISES Home-grown, established food brands offer appetizing franchise opportunities

COVER STORY

that COVID presented, but franchisees

uniquely positioned to access support and

from their franchise systems, instead

Canadian-owned and Canadian-founded restau rant franchises are cooking with variety and fla vour! Whether the food is picked up, delivered, or enjoyed in a restaurant or food court, these brands serve millions of meals to Canadians every day.

on their own. Digital

delivery services were engaged.

shared strategies, celebrated successes, and helped pro vide moral support to their peers. Many of the changes they were forced to embrace have become the ‘new nor mal’ for operations.

26 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Experienced franchisees help with the onboarding of new store owners, which begins with eight weeks of ini tial hands-on training in an existing restaurant. They’re also an ongoing resource to be tapped. “They know the business best, and have embarked on the very same journey that a new franchisee is beginning,” says Picklyk.

“We have always adapted to deliver on what Canadi ans expect,” says Picklyk. He cites the company’s switch to only grass-fed beef, and the evolution from the car hops on roller skates—“The definition of convenience at the time,” he adds—to drive-thrus, which were a huge benefit for A&W franchisees who continued to serve drive-up customers during the pandemic.

Best known for its burger family and signature root beer, A&W has expanded its menu significantly since it entered the Canadian quick service restaurant (QSR) market in 1956. The Canadian-owned chain now has more than 1,000 locations and operates as a distinct entity, entirely separate from its American counterpart.

“There is so much knowledge within the system. I always encourage new franchisees to ask for help,” says Picklyk. “Most issues that arise are not unique. Chances are really good that, either at the corporate or franchise level, there is someone who has experienced the exact issue and can provide some perspective on it.”

Learn more at LookforaFranchise.ca

COVER STORY

This year, A&W Canada will continue to open new locations primarily in Ontario and Quebec, but also in small markets and communities across the country. “We are going where Canadians are,” says Ryan Picklyk, senior director, real estate & franchising for A&W Food Services of Canada.

“The ideal A&W franchisee is someone who under stands, first and foremost, this is a people business,” says Picklyk. Create a great work environment for your team, and they will create a great experience for your guests, he says. “Our very best franchisees understand the connection between the two, and live it every day.”

A&W Food Services of Canada Inc.

Prior to the hands-on training experience, new fran chisees complete online training modules. Afterwards, the corporate A&W training and support team works at the new franchisee’s location, prior to opening and throughout the store’s opening, and then continues to provide ongoing coaching and resources as needed.

Whether it’s with Mary Brown’s Chicken or a differ ent food service franchise, Chahin says, the recipe for success is simple. “Follow the system, take care of your guests, and you will succeed.”

Learn more at LookforaFranchise.ca

Mary Brown’s has been serving up its Signature Chicken since 1969. The brand is beloved by Canadians from coast to coast, especially in Newfoundland & Labrador, where the company got its start. There are 42 Mary Brown’s in that province alone. “It’s an iconic brand for people who grew up with Mary Brown’s over the past 53 years,” says Hadi Chahin, the brand’s president and chief operating

COVER STORY

“Canadiansofficer.care about what they eat, and when it comes to fried chicken, Mary Brown’s definitely leads the pack,” says Chahin. Locally sourced chickens are handcut, marinated, and hand-breaded at every store, and the company’s exclusive cooking technology allows for minimum oil absorption, while retaining juiciness and flavour. “The demand for quality chicken meals is rising; we did extremely well during the COVID crisis and today, our growth is still continuing.”

Mary Brown’s Chicken

Franchise Canada September | October 2022 27

sees who fit our culture and values, operators who care about their teams, their guests and their communities, and who have the hospitality ‘gene’ and a drive to grow and succeed,” notes Chahin.

“We want all new franchisees to understand the brand’s roots and culture,” he adds, so initial training— three weeks hands-on and four weeks in-classroom— takes place in St. John’s, Newfoundland & Labrador. Then, new franchisees will have a corporate team on site for the first two to three weeks in their own store— typically three trainers who will ensure that they can handle all aspects of the operation. Follow-up sup port is offered both individually and virtually through LearnMB, a 24/7 platform that is used for regular com munication and staff training.

“There is still a lot of white space in QSR chicken brands,” Chahin adds. Mary Brown’s is on track to open 50 stores in 2022, mainly in Ontario and B.C. The brand will launch into Quebec next year with at least five stores scheduled to open in that province in 2023.

An ideal Mary Brown’s franchisee is an owner/opera tor with restaurant experience, or an investor whose team members have that expertise. “We look for franchi

Onceovernight.”theymove

Recipe Unlimited

forward, all new franchise owners undertake eight weeks of hands-on training in a train ing restaurant. Each brand has two designated training locations, one in Alberta and one in Ontario. Afterward, the training transitions to the franchisee’s location, with two weeks of on-site support from the corporate training team, then monthly in-person visits from their region’s business development manager.

Eaton recommends anyone who is exploring fran chise ownership to speak to existing franchisees as part of their due diligence. It’s a practice that’s required for all Recipe franchise candidates when they’re research ing various brands. “We mandate that they speak to their peers to get a true picture of what they can expect, including the challenges,” says Eaton.

COVER STORY

28 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

There are mature brands like Swiss Chalet and East Side Mario’s that are currently repositioning or rightsizing their restaurant space to provide more efficient customer service. There are also younger brands like The Burger’s Priest, which is projected to triple in size in the next five years, or Blanco Cantina, a taco and tequila concept that will grow from its current five locations to more than 35 in the next three years.

“There is a lot of white space for a good Mexican prod uct,” says Eaton. Between the emerging and established are more than a dozen other brand opportunities. For

Founded in 1883, Recipe Unlimited is Canada’s largest full-service restaurant company, with 20 brands and a total of 1,223 restaurants under its umbrella. “We oper ate some of the most recognized brands in the country including Swiss Chalet, Harvey’s, St-Hubert, The Keg, and Montana’s,” says Kate Harrison, director, creative & communications.Toensureits

Now the company is focusing on growth, and Mark Eaton, chief development officer, says Recipe has differ ent strategies for its different brands. The company will have conversations with aspiring franchisees to explore the opportunities that might be the best fit for them.

example, New York Fries is set to expand its presence country-wide in universities, airports, and transit hubs.

Regardless of the brand, Recipe looks for franchi sees with business experience in a hospitality chain, who enjoy serving people and creating excellent guest experiences. “Our franchisees come from a wide range of backgrounds,” says Eaton. “They are passionate and have the get-up-and-go to keep themselves and their teammates engaged every day. They are also committed to the long term and understand they are not going to get rich

Learn more at LookforaFranchise.ca

franchises survived government-man dated closures during the pandemic, Recipe committed more than $40 million of direct financial support in 2020 to more than 800 franchise partners through several initiatives. The launch of the Recipe Rent Certainty Pro gram (RRCP) and the Recipe COVID Support Program (RCSP) saw to it that 483 eligible franchise partners received direct financial support resulting in $33.1 mil lion in 2020 alone.

Schwan adds that franchisees recognize the sense of pride that comes with being a local ambassador for the country and guests in their community. “Tims restau rants are often a home away from home for our guests, where they can sit down and catch up with friends and family in a familiar and welcoming environment.” It’s what leads to great service and what draws in new fran chisees consistently, he adds.

Few Canadian institutions are as recognizable as Tim Hortons. Launching as a coffee-and-baked-goods shop in 1964, the iconic brand has now grown to more than 4,000 franchise locations across Canada. The brand has also expanded internationally, with locations in the U.S., the U.K., China, India, and Mexico, while still retaining its maple-leaf-laden flair.

For prospective restaurant owners, Schwan says Tim Hortons is always looking to partner with those who exude the values of the brand, and believe in the prod ucts they offer. Furthermore, a commitment to excel lence and to the team members they employ stands above all. That commitment shines through the myriad

Learn more at LookforaFranchise.ca

COVER STORY

“One of the greatest things about being a part of the Tim Hortons family is that the brand is so intrinsically tied to the DNA of Canada,” says Axel Schwan, president of Tim Hortons. “Even our values mirror those of Cana dians—being humble, hardworking, and kind. We’re a brand that people instantly recognize.”

While technical progress was essential during the pandemic, Schwan also notes that success continues to be built on the foundation of individual operators upholding the values of leadership in their communities.

Franchise Canada September | October 2022 29

“There’sGood.

Schwan also says the brand made significant pivots during the pandemic, introducing innovative invest ments in restaurant operations, including revamped drive-thru services. “We also expanded our delivery ser vice for guests, both through the Tims app and through third-party partners.”

of community programs they have in effect, including Camp Day to support sending youth to Tims Camps from underserved communities; Smile Cookie, supporting community groups; and a sustainability platform, Tims for

Tim Hortons

no shortage of opportunities for a restaurant owner to become a core part of their community,” says Schwan. “It’s something Tims owners live for.” That com mitment of doing good is part of what makes Tim Hor tons such an exciting opportunity for potential franchi sees, along with the significant brand potency.

you could own 905.760.2244FRANCHISEaOVER1200+LOCATIONS|10+BRANDS|MULTIPLEOPPORTUNITIESEXT2255|FRANCHISING@RECIPEUNLIMITED.COM|RECIPEFRANCHISING.COM

1. Micro-emerging: zero to 10 franchisees

4. Mature: 150+ franchisees

1. Wide-open availability. Franchisees joining a franchise early benefit from the wide availability of territories or locations. As a system grows, the most desirable locations or territories can get snapped up first, so if you want a prime territory, you’ll need to get in there before the rest.

1. Micro-emerging: zero to 10 franchisees

PROS

The term “emerging franchise opportunities” started appearing several years back and serves to highlight this ever-growing cohort of relatively new systems. There isn’t one single definition of “emerging,” so be pre pared to see the term used loosely.

3. Midmarket or Mainstream: 76 to 200 franchisees

Pros, cons, and considerations for emerging franchise opportunities

2. Lower franchise fees and multiple locations. Fran chisors can increase their franchise fees over time, so the earliest franchisees benefit from the lowest fees. Once a franchisor has a better understanding of the ideal territory size, they usually shrink the territory size, relative to franchise fee. For brick-and-mortar businesses, franchisors usually realize that a mar ket can support a greater density of locations. Early

BY GRANT BULLINGTON AND GARY PRENEVOST

2. Emerging: 11 to 75 franchisees

New or Tried and Tested?

here are four generally accepted levels of matu rity in the franchise industry. Keith Gerson, president of franchise operations for FranCon nect, describes the levels as follows:

3. Midmarket: 50 to 150 franchisees

When selecting a franchise, a prospective franchisee must balance wants and needs with other factors like budget, risk, and opportunity. Let’s compare some of the potential upsides and downsides of partnering with a newer franchise system against partnering with a wellestablished franchise system.

4. Mature: 200+ franchisees

Navigating the pros and cons of emerging and well-established franchise opportunities

Franchise Canada September | October 2022 31

Since Canada is a much smaller market, let’s adjust these levels as follows:

2. Emerging: 11 to 50 franchisees

3. Be prepared for outside influence. Founder(s) will be omnipresent in most areas of the business, until they start to engage in higher-level operations. Cor porate offices have been known to add to their team to fill the gaps, only to have new gaps open as the growth continues. Adding support staff is one thing, but bringing on a COO (chief operating officer) will have a major impact on the organization and direc tion. Assuming a high degree of interaction with the franchise founding team is essential; it’s important to determine that you like them and are aligned with their core values and motives.

Let’s look at some of the benefits and drawbacks of franchising with a well-established brand.

PROS

1. Proven systems and processes. By the time a franchisor reaches a base of 50 franchisees, they will have developed sound business systems and processes that enable new franchisees to compress the timeframe from launch to break-even, and from break-even to “full stride,” where the business is consistently operating at a level that enables franchi sees to meet and exceed their financial and lifestyle goals. “Systems” includes things like marketing and customer generation, supply chain and production, delivery fulfillment, accounting, and technology.

NEW OR TRIED AND TRUE?

There can be some significant upsides to getting into the right franchise system in its early days. There’s always risk when you invest in any franchise, and you’ll face a unique balance of risk and reward when evaluating emerging and micro-emerging franchise opportunities. Fortunately, if you can’t reconcile the associated risk, there are always more established options that might be a better match for you.

32 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

an entirely different situation if there aren’t resources for franchisee support staff or customer relationship man agement software.

Does the franchisor have enough capital, or are they likely to deplete the funds that should be used to sup port you and your fellow pioneering franchisees during the growth stage? It’s one thing if the franchisor boot straps its headquarters with second-hand furniture. It’s

3. Strong franchisee support methodologies. It is often said that franchising is being in business for yourself, not by yourself. This is where franchisee support becomes essential, because the franchisor is able to develop a good support system. Further, because the solid base of existing franchisees is able to produce a consistent royalty income stream, the franchisor can afford talented people with experience in train ing, coaching, and supporting franchisees through the various growth stages of their business. This is a huge competitive advantage.

In the early days, a franchisor is still trying to develop the criteria for their ideal franchisee. Until a franchisor knows exactly what they’re looking for, anyone who wants to join can automatically qualify. You’ll need to be critical in look ing out for your best interests and not be entirely reliant on their franchisee qualification or approval.

2. Experienced leadership team. Unlike micro-emerg ing and younger emerging franchisors, these more mature franchisors have built a multi-disciplinary leadership team, with experienced leaders oversee ing each critical division. This structure enables the franchisor to be more efficient in ensuring consistent delivery of the brand promise, while also being more strategic in assessing opportunities and threats.

1. It’s a leap of faith. Your decision will be based much more on speculation and assumption, as you have a very limited number of franchisees to gather facts from during your research. Assuming they’re all new franchisees, none of them will have significant experi ence or history in the franchise. This is a bigger, bolder leap of faith when compared to working with a more mature franchise.

CONS

2. Prepare for a bumpy ride in the short term. The fran chisor’s system is still in the rapid evolution phase, and may still need adjustments, as it’s being proto typed on the fly. What worked before it was a fran chise may no longer work, and what worked for seven franchisees is old news when there are 25 owners. What if the franchise explodes with popularity? Tech nology, systems, and procedures will undoubtedly struggle to keep pace, and can be a frequent source of frustration. This isn’t necessarily a bad thing, as long as you’re ready for these bumps in the road.

Pros, cons, and considerations for well-established franchise opportunities

4. Brand potency. Brand potency is when the brand becomes easily recognizable and, ideally, top-ofmind in the target consumer’s head. It takes many years and many franchise locations to achieve brand potency, and it’s not just about branding; it’s also about the ability of the franchisee base to deliver a consistently good experience. The loop back to

3. More opportunity for input. As one of few franchi sees in an emerging system, franchisees effectively have a bigger opportunity to contribute to the devel opment of the systems.

adopters can benefit from the lower upfront fees or an opportunity to secure the location rights to future locations in a given market, and sometimes the entire area or region.

Other considerations

BECOME PART OF RICKY'S FAMILY A Variety of Franchise Optionsto Meet Your Needs • Founded in 1962 • 80+ locations • All • Family-friendlydayparts atmosphere • Integrated or separate lounge • On-going • High• Marketing• Proven• Comprehensivesupporttrainingprogramoperatingsystemssupportqualityinnovativemenu Opportunities 1. Retail Strip Mall 2. Conversion Opportunities 3. Hotel Locations • Terrace, BC • Dawson Creek, BC • Peace River, AB – SOLD For franchise inquiries,please reach out to us: 1.888.597.7272 franchising@rickysr.com Find out more: www.rickysfranchise.com

Grant Bullington is the president of FranNet of Western Canada. He and his team have been helping serious prospective franchisees find and research opportunities since 2009. Grant is also the host of the Franchise Scout podcast.

One strategy to get the best of both worlds (a franchi sor with proven systems, and good market availability) is to research Canadian regional brands or brands from the U.S. that are looking to expand into your market. While you sacrifice brand potency, you retain all of the other benefits, and you’re likely to get a location that’s close to home.

1. Limited location availability. As the franchise system grows, the available market opportunity for prospec tive franchisees shrinks. While the appeal of buying a big-brand franchise is seductive, the reality is that a prospective franchisee must be willing to buy a franchise that may require a longer daily commute, or even a move to a different region where some oppor tunity exists.

The appeal of a strong brand is logical on many levels; the likelihood of success is stronger than with emerging franchisor brands for many reasons. If you’re completely set on buying a well-known brand, then you need to be very patient, as it can take several years before a loca tion becomes available, or before your name comes up on the franchisor’s waiting list, or both.

Gary Prenevost is one of Canada’s leading franchise experts; he and his team have helped over 2,000 people search for their optimum franchise. Gary’s book, The Next-LevelFranchisee:Unstoppable7DriversofGrowth , is coming soon.

2. Existing franchisees might get priority on acquiring new locations. When multi-unit ownership is common within a brand, experienced franchisees often have priority when it comes to new locations, over prospec tive owners with untested operating capability.

5. Strong franchisee community. This is perhaps the most underestimated benefit of buying into a fran chise system. Imagine having access to a brain trust of dozens to hundreds of franchisees who are running the same business as you, every day. The ability to validate ideas with several of these existing franchi sees is critical in your evaluation of the strength of the business opportunity, and the franchisor’s ability to support their existing franchisees.

3. Stagnation risk. As a business matures, it can become stuck in its ways. If the franchise leadership

CONS

proven systems and processes is important. For a new franchisee to benefit from the brand potency, they have to learn to follow the systems and deliver on the brand promise.

Other considerations

If you can’t deliver the franchisor’s brand promise, it doesn’t matter how strong the brand is, so your focus should be on finding a business where your core skills and strengths are well-suited to the work it takes to run the franchise, and where there are good systems and support mechanisms to help you do so. With this focus, you may be surprised at the range of franchise opportu nities that are a good fit for you, regardless of the fran chisor’s maturity level.

34 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

NEW OR TRIED AND TRUE?

team and the existing franchisee base aren’t attentive to shifting market trends and consumer behaviour, the risk of stagnation accelerates. We can easily think of strong brands that faded into irrelevance because they failed to adjust to shifting consumer appetites.

BIG MADEBURGERSJUICYRIGHT Fatburger Canada is looking for passionate, qualified franchisees who are looking to build a successful franchise business with an established well-known brand with significant growth. OUR FORMULA WORKS Established in 2005, Fatburger Canada is part of FDF Brandz, a multi-brand Canadian owned restaurant business with over 200 restaurants and a market leader with deep knowledge and experience in developing successful quick casual restaurants. Development Opportunities for Western Canada, Ontario, Quebec and the Maritimes. Email: franchise@fatburgercanada.com | Website: www.fatburgercanada.com | Phone: 1-800-597-7272 WHAT WE PROVIDE • Extensive Training • Proven Operation System • Turnkey site selection and construction • Innovative marketing strategy & advertising

Since opening in America in 2015, X-Golf has taken off. There are now over 60 locations spanning half of the states in the U.S.A. and for the first time ever, X-Golf ownership is now available in Canada. 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. Each X-Golf location has the full support of our Head Office team. X-Golf has specialist resources to advise on each of the following franchise components: Want to Become a Part of the X-Golf Franchise Family? Visit XGolfCanada.com for More Information. Real Estate Site Selection & Fit-OutStore Brand & Local Area Marketing InformationImplementationSystems&TrainingSales & RelationshipCustomerTraining Supplier Relationships & DiscountsPurchasing Business Development Sales & Support

Franchise Canada September | October 2022 37

PIZZA PARTY

Who doesn’t love a good slice of pizza? It’s one of the most popular foods in the world, and with the rich, flavourful marriage of sweet sauce, bubbling cheese, and crispy crust, it’s no wonder 81 per cent of Canadians eat pizza at least once a month. Franchise Canada spoke to three major players in the Canadian pizza landscape to discuss franchisee success, growth and expansion, and what it takes to stand out.

BY GINA MAKKAR

Three major Canadian pizza brands dish on how franchisees are helping them taste success

As for advice to potential franchisees? Do your home work and explore all business interests to find a model that speaks to you. Visit locations, sample the products, and speak to franchisees to ensure the concept is the right fit for you for the long term.

Learn more at LookforaFranchise.ca

38 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Boston Pizza

With more than 380 locations across Canada, Bos ton Pizza offers more than 100 menu options, including their mouth-watering pizza. It also maintains a unique niche with four revenue centres under one roof—a family-friendly dining room, sports bar, patio, and take out and delivery—differentiating the brand by catering to a wide Award-winningdemographic.marketing and sponsorship, strong brand recognition, and solid operations are a few rea sons to consider franchising with Boston Pizza. “Boston Pizza is a proudly Canadian company with hundreds of local franchise owners operating more dining rooms, sports bars, and patios than any other single brand in the country,” notes Felix DeCata, vice president of devel opment. He says the brand truly aligns with a saying they embrace: “When they—our franchisees—succeed, we succeed,” as franchisees are the focus and the cor nerstone of the brand’s success.

Boston Pizza opened its first location in Edmonton, Alberta in 1964. Almost 60 years later, hundreds of fran chise owners serve tens of millions of guests each year, from coast to coast.

PIZZA PARTY

Although the pandemic significantly impacted Bos ton Pizza, the corporate team swiftly moved to imple ment safety processes and pivoted to a takeout-only environment. While navigating the global health crisis, the restaurants proactively closed dining rooms and bars in advance of government mandates and aligned operating policies and procedures with government directives. During the closures, Boston Pizza explored

With existing takeout services in place, Boston Pizza held a significant advantage when doors closed to onsite dining during the pandemic. Unlike other brands in the industry faced with the daunting task of offering takeout for the first time, Boston Pizza was already pre pared. Post-pandemic, they continue to lead with great food and great experiences, for dine-in or takeout.

and implemented new technologies like contactless din ing and created a safe and inviting environment when staff and guests returned.

The franchisee network is made up of individuals from many backgrounds. Successful franchisees are entrepreneurial, business savvy, committed to the guest experience, and have a desire to contribute to theirNewcommunities.franchisees attend a four-week hospitality lead ership training program, where they learn every aspect of the business, from operations to leadership skills. After onboarding and opening their location, a regional operations team is also at the ready for on-site support.

This advertisement should not be construed as an o er to sell any franchises. The o er of a franchise can only be made through the delivery of a franchise disclosure document by or on behalf of one of the Neighborly brands 1010 N. University Parks Dr. Waco, TX 76707, 254-745-2444. In addition, certain states regulate the o er and sale of franchises. We will not o er you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state. The ling of an application for registration of an o ering prospectus or the acceptance and ling thereof by the NY Department of Law as required by NY law does not constitute approval of the o ering or the sale of such franchise by the NY Department of Law or the Attorney General of NY. Not all franchise brands are available in Canada. Connect with the Leader in Home Services Franchising. Discover which of our franchise brands is right for you. Visit: go.nbly.com/CF • Call today: 866-687-1106 Begin your journey toward successful business ownership and a more ﬂexible lifestyle today.

Today, with more than 150 locations in Ontario, includ ing concession stands, it’s still a family affair. Although Sam remains active in the business, his son Domenic is the president and runs the daily operations. Since he was 14, Domenic has worked a myriad of jobs from dishwasher and server, to pizza maker and operations, gaining skills and insight that allow him to be a better leader today.

Pizza Nova was founded in 1963 by Sam Primucci and his three brothers, who wanted to bring authentic Italian pizza to the market.

Like any business, the benefits and challenges ebb and flow. Pizza Nova franchisees leverage years of expe rience, a proven operating system, comprehensive train ing, and the opportunity to be part of the family.

PIZZA PARTY

Learn more at LookforaFranchise.ca

Today, Pizza Nova is in a strong position to continue expanding and opening new stores, with the Collin gwood location opening on September 14, 2020, the Oshawa location on April 5, 2021, and the recent open ing in Courtice on July 12, 2022. Enhanced processes and tools provide more agility at the store level. Although the brand will continue to evolve, it remains committed to its core values and supporting franchisees with ongoing training and development.

“It’s time to hit the refresh button,” says Domenic Primucci. “Let’s get back to all the things we were work ing on pre-pandemic. We want to continue with the quality of our product, service to our customers, and implanting technology. Although technology is useful, we’re in the restaurant business and the restaurant busi ness revolves around human interactions. We need to get back to those great experiences for our customers. That’s our main focus for Pizza Nova at this time.”

When selecting a franchise opportunity, Pizza Nova encourages business owners to find the ‘why’ to help uncover their purpose. They also advise franchisees to do their due diligence to avoid surprises and pit falls. Franchisees should also be realistic about the time and commitment required to maintain a business. A franchise is a full-time job, but with the right tools and mindset, prospective franchisees are positioned for success.

Many franchisees struggled to maintain consistent walk-in orders when in-store traffic was non-existent. The brand shifted to contactless delivery and a digital marketing approach to remain visible to consumers. They continued to focus on their core value of commu nity and revamped their “That’s Amore Pizza for Kids” fundraiser in support of Variety, the Children’s Charity of Ontario, where 50 cents from every dipping sauce pur chased during the month of May was donated to help kids in need. Pizza Nova raised over $200,000 at a time when children needed it the most.

Franchisees come from all walks of life and incoming franchisees should be passionate about pizza and com mitted to running a business within the system. Train ing includes a comprehensive nine-week program with a head trainer before the store opens. District managers visit newly opened locations to ensure sales and opera tions start off strong.

Pizza Nova

40 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Franchise Canada

Learn more at LookforaFranchise.ca

Pizza Pizza

Franchisees range from new Canadians to those who have grown up with the brand. Pizza Pizza boasts many second-generation franchisees who have taken over operations from their parents, and owners who wit nessed their families’ success and now own a Pizza Pizza location of their own. All successful franchisees share a common love for the concept and trust in its leadership. They are dedicated to growing their business and lever aging the support of the corporate team.

PIZZA PARTY

First established in 1967 in Toronto, the first-ever Pizza Pizza location at Jarvis and Wellesley is still in operation today. Michael Overs, the founder of Pizza Pizza, had a strong vision and continued to chart the direction and innovation of the company until Paul Goddard, the cur rent president, took the helm.

pave the way for new business owners by assisting with training at one of the certified training restaurants.

A comprehensive team assists in everything from sourcing and distributing fresh products to restaurants, to ensuring quality metrics are met. Real estate, con struction, and design teams help secure and manage optimal sites by researching demographics and growth opportunities. Franchisees are prepared in all aspects of operations once training is complete.

Once on board, franchisees embark on a nine-week training program, and established franchisees often

42 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

One of the first pizza companies to use a centralized call system, the “11-11” jingle used in advertising is so famous that it spawned a joke of its own: that Canada Customs officers would ask people to recite the jingle as proof that they were Canadian.

Like many, the brand had to navigate through numer ous challenges at the start of the pandemic. In response, Pizza Pizza implemented tamper-proof boxes and con tactless pickup and delivery, a testament to their inhouse marketing team, creative studio, and IT team. With a solid information technology group in-house, the brand can quickly respond to trends and pivot as needed. Now Pizza Pizza continues to expand through out the country, and is also focused on rightsizing stores and optimizing their existing footprint, so they can lever age strengths as they continue to grow.

Chuck Farrell, VP of franchising and people, advises new franchisees to “join a brand they love and identify with.” Franchising in the restaurant industry is a fulltime commitment, so aligning with the product and brand is paramount to success. Take advantage of the support systems in place. Learn from coaches and com pany leaders. Get involved in your community. This is a local business!

Franchise Canada September | October 2022 45

a Special Franchise Focus on AUTOMOTIVE FRANCHISES

is pleased to present

Gas prices were up 31 per cent on an annual average basis in 2021.

The number of establishmentsautomotive is expected to increase, with forecasted annualized rates of 1.5 per cent

INDUSTRYAUTOMOTIVEOUTLOOK Business Accelerator at UBC)

In the past two years, car shoppers have watched more test drive videos than ever before. Google marked a 65 per cent increase of online video consumption for test drives.

24 per cent are internationalplanningroad trips.

(Small

People want to hit the road... (Ipsos)

When researching new cars, people turn to online reviews, over walking around dealerships:

64 per cent

And 53 per cent of Canadians say increased gas prices have affected their 2022 road trip plans.

of shoppers say new formats like 360-degree video would convince them to buy a car without a test drive.

SPECIAL FRANCHISE FOCUS

NEW CARS AND NEW METHODS OF RESEARCH

Franchise Canada September | October 2022 47

(ThinkwithGoogle)

Also: the rising cost of gas prices could put a damper on new car sales: (Statscan)

The number of cars on the road is growing: 1.6 million new motor vehicles were registered in Canada in 2021, up 6.5 per cent from 2020.

77 per cent of Canadians plan to road trip outside their town. 43 per cent intend to travel outside their province.

PRICES AFFECTING TRAVEL PLANS

Revenue is expected to grow to nearly $12 billion by Higher2024.sales of used vehicles will contribute to ongoing demand for mechanic and repair services.

During the upheavals of the past few years, we all became more

nap-on Tools has been named Entrepreneur ’s top tool fran chise for over 10 years, has been recognized by Franchise Busi ness Review as a Recession-Proof Franchise, and is a member of the elite Franchise Business Review Hall of Fame. Snap-on Tools, as the leading innovator, manufacturer, and marketer of high-end tools and equipment for professionals, pow ered through the health and eco nomic challenges of the pandemic and continued to serve its loyal cus tomers, as it has throughout its 100+ years of existence.

Snap-on Tools has a proven franchise model and 100+ years of serving makers and fixers all over the globe

The Tool Brand in the World

“Snap-on Tools franchise owners demonstrated to the entire world they could find a way to serve their customers, even in the midst of one of

familiar with the term “essential workers.” Snap-on played an impor tant role in supporting essential workers in countless ways to keep the transportation infrastructure running—for deliveries of critical goods and services, the operation and maintenance of emergency vehi cles, and helping ensure health care and other essential workers had reli able transportation to get to and from their homes and places of business.

Essential to the Essential Snap-on’s commitment to what it calls “Essential to the Essential” is a phrase that hits right at the core of what Snap-on Tools is all about, according to Tom Kasbohm, direc tor of franchising. “Snap-on has a legacy as an innovative manufacturer and productivity solutions provider that services technicians in the bays where critical work is done,” he said. “Snap-on is an iconic brand well rec ognized by the makers and fixers that keep our nation moving forward.”

For more information, visit SnaponFranchise.com ADVERTORIAL

Both the military and Snap-on are mission-driven organizations, so it’s no wonder that there are hundreds of Snap-on Tools franchise owners who previously served in the armed forces. Snap-on is a proud member and sponsor of VetFran and a found ing member of the International Fran chise Association. “At Snap-on, we value the hard work and sacrifice of our veteran franchise owners,” said Kasbohm. “We are honoured to have hundreds of veteran franchise own ers who bring their commitment, skills, and service to our Snap-on Tools franchise system.”

Proud to Support Veterans

independent survey by Frost & Sul livan of U.S. automotive technicians. Snap-on Tools franchise business owners enjoy the number one mar ket-share position in the industry, and Snap-on products are universally recognized by professionals as the absolute highest quality. Recently, Snap-on Tools was once again recog nized as a Top Global Franchise by Entrepreneur Magazine. n

the greatest health crises the world has seen,” Kasbohm said. “I am proud that our 100-year-old company, that has persevered through wars, reces sions, and countless other crises, once again was regarded as essential to the essential workers.”

A Global Leader in Tools and Franchising Snap-on has more than 58,000 prod ucts and operates in more than 130 countries. Globally, the company has over 4,500 franchises. A Snapon Tools franchisee sells exclusive, premium products that ranked num ber one in every category—Hand Tools, Power Tools, Tool Storage, and Diagnostic Equipment—in a recent

For more information, visit SnaponFranchise.com ADVERTORIAL BY THE NUMBERS Year founded: 1920 Number of Products: Over 58,000 Number of Franchises: Over 4,500 around the globe

Theannually.fullrange of services Tint World provides saves drivers from

Tint World also has a comprehen sive approval process for prospec tive franchisees. First, candidates go through a phone interview and fill out their digital profile, assuring they meet the minimum franchise requirements. Next, candidates go on-site to see a Tint World loca tion in action. They walk through daily operations, the expectation of a Tint World franchisee, and are introduced to the president and cor porate team. Once the due diligence process is complete for both parties involved, they can become an offi cial Tint World franchise owner.

That means there’s a lot of poten tial for growth in Canada, and fran chising with Tint World has benefits for any prospective business owner as the automotive aftermarket industry expands. The automotive aftermarket industry is projected to reach $477 billion in 2024, while ser vicing more than 285 million vehi cles

For either option, Tint World’s cor porate team is behind every operator, with an extensive training program and more than 40 years of experience in business, ensuring success for everyone, even without experience in the auto styling business. ■

SPECIAL FOCUS ADVERTORIAL

Superior Service and Styles with Tint World

Tint World® Contact: Charles J. Bonfiglio, CEO 888-944-8468 • info@tintworld.com

build their dream car and gives fran chisees the desirable opportunity to make those dreams come true. The brand has been around since 1982, providing window tinting and acces sorizing for vehicles. Tint World stands out in the automotive styling industry with its wide selection of automotive services and interactive showroom layouts and has grown to more than 100 locations since its franchise system began in 2007.

Although the Florida-based oper ation specializes in automotive win dow tinting and styling, Tint World also offers a wider range of vehicle detailing, audio system installation, and car security services. Its ser vices even extend to residential and commercial tinting, as well as for boats and marine units.

Tint World works with all fran chisees through the development of their franchise location, from

TINT WORLD LETS CUSTOMERS

lease negotiation to site selection and training. Training covers every thing from customer interaction to sales and service. The brand also introduces staff and management to its best practices in marketing andThemanagement.brandhasenticing offers for single-unit, multi-unit, and master franchise licences. While the sin gle-unit option gives potential own ers a turnkey franchise starting at $120,000, the multi-unit area devel oper program allows experienced business owners to own their own “mini market.” The brand also offers lower franchise license fees for qualified multi-store franchises. For franchisees envisioning the Tint World operation overseas, the international master licence allows owners to oversee the growth of Tint World in their country, receiv ing franchise fees and royalties from each location in the region. The proven system already has Tint World locations up and run ning in the United Arab Emirates and Saudi Arabia.

having to choose between dealer ships and mechanics for service upgrades, making owning a Tint World franchise a one-stop shop for all automotive needs. It all adds up to open availability and grand opportunity for prospective franchi sors. Most of the aftermarket indus try is populated by independent operators, but Tint World’s franchise system ensures that incoming fran chisees will have a robust network of multinational support to rely on. The brand also has a web store, giving owners instant ability to ship parts and products directly to the store for customer pickup.

Tint World opened its first Cana dian location in Kingston, Ontario and has since expanded to seven locations across Ontario and Alberta, two of which are currently under construction. The company has plans to have 300 locations open by 2025. “Canada is doing very well with Tint World,” says Charles Bonfi glio, the brand’s chief executive offi cer. “We’re a unique business model, and there’s not a lot of competition or competitors in the franchising space like us.”

SPECIAL FRANCHISE FOCUS NEW BRUNSWICK: announced a $350,000 investment in NB

AFTERMARKET INDUSTRY GROWTH

$2.5 million to help support the installation

position for growth.

Even the used vehicle market is returning to normal with COVID concerns in the rear view: Power ofto install 117 EV across the province, which will be available by March 2023. to of of up to 400

Similar to the new car buying process, research from Frost & Sullivan suggests that consumers are also turning to e-commerce to select their aftermarket purchases, rather than traditional dealerships, with revenues from online sales growing at a rate of 14 per cent.

INVESTING IN INFRASTRUCTURE

to install 52 EV chargers for its fleet

electric vehicles and workplace charging for employees. ONTARIO: $765,000 investment

But used vehicle prices increased 12 per cent over the same period last year. 37 million forecasted sales of used vehicles in 2022. (Cox Automotive)

Car styling and automotive upgrades also present an enticing sub-category for franchises:

EV chargers in Manitoba and Saskatchewan.

54 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

PEI: $2 million investment to help support the installation of up

for

their

TELEMATICS AND ELECTRONICS ability individuals do own a strong

Speaking of electronics, electric vehicles (EV) are increasingly popular for Canadian consumers and investments are being made across the country to promote electric cars and incentivize the switch from fuel: (Canadian Auto Dealer)

chargers

The average weekly earnings in the automotive repair sector have increased month-over-month since December 2021. (Statscan)

The current market size of the auto parts industry in Canada is $16 billion and is expected to grow to $20 billion by 2025.

USED MARKETVEHICLE

250 EV chargers across the island. MANITOBA: investment

The automotive industry is also influenced by the increase in ridesharing, autonomous vehicles, and an increase in in-vehicle electronics: (Automotive Industries Association of Canada) So? Increased technology in vehicles means less

repairs. Specialized repair and automotive franchises will be in

WORLD TOUR OF TASTE

FOUR FOOD SERVICE FRANCHISES OFFERING GLOBAL FLAVOURS

BY GEORGIE BINKS

Franchise Canada September | October 2022 55

With the pandemic keeping most travellers from globehopping to other countries, it’s great to know there are still so many ways for Canadians to travel with their taste buds. Diners in Canada love to sample international cuisines, and despite the challenges of the pandemic, these four franchises are going stronger than ever.

56 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

WORLD TOUR OF TASTE

Pre-pandemic, 50 per cent of Edo Japan’s business was dine-in. Minnett says the franchise’s mall locations were affected by pandemic closures, but street-front restaurants thrived. The franchise leveraged its digital ordering platforms, made it safer to get in and out of the restaurants using pick-up shelves, and started selling its bottled teriyaki sauce.

Edo Japan president and CEO Dave Minnett

“Edo Japan offers Japanese-inspired cuisine with tep panyaki-style cooking—the teppan grill is unique. We’re a QSR (quick service restaurant), but everything is fresh to order,” explains president and CEO Dave Minnett.

Learn more at LookforaFranchise.ca

One challenge lies in the busyness of the restaurant, which can make it difficult to train new staff.

Edo Japan was founded in 1979, by Reverend Susumu Ikuta, who loved Japanese food, wanted to share it with Canadians, and hoped to provide new Canadians with a chance to own their own business. Today, Edo Japan has 159 franchised locations and six corporate locations, for a total of 165 restaurants.

Edo Japan

Moving forward, Minnett says Edo Japan is making its restaurants more convenient for dine-in and takeout. In addition, he thinks Canadian customers have become more interested in international cuisines and flavours. “If you look at the ethnic population base and how much it’s

grown, families are bringing in their own cultural prefer ences and tastes.”

For potential Edo Japan franchisees, Minnett says the benefits of ownership outweigh the challenges. “Compared to some QSRs, Edo Japan’s operating model requires a lower investment, and doesn’t require signifi cant staffing levels. That’s important with challenging labourMinnettmarkets.”notes that Edo Japan is a great option for peo ple looking to get into business for the first time. “Edo is a better lifestyle choice for our franchisees and their families—no early mornings and no late nights.”

The team at Edo Japan looks for franchisees who believe in the concept, are willing to learn, and want to serve customers, adds Minnett.

Franchise Canada September | October 2022 57

He adds that franchisees can be affected by the fluc tuation of the economy, food and labour costs, and con sumer trends.

ongoing with regional managers to grow the business,” MacDonaldCorporateexplains.officealso works with franchisees to help them find the best locations and drive revenue. “A happy franchisee is a profitable franchisee,” says MacDonald. “The franchisees who are successful have good loca tions, but most importantly, they’re invested heavily in the operations of their stores.”

“We incorporate local flavours into traditional Greek cuisine and offer consumers a variety of healthy and tasty dining options,” explains Mike MacDonald, OPA’s marketing director.

New franchisees with the system undergo a fourweek training program. “We offer extensive training and hands-on support, both in the initial start-up and

As far as an ideal franchisee, MacDonald says, “We’re always looking for individuals who have experience in the industry and, most importantly, the desire/passion for the business. We strive to be franchisee-driven ver sus location-driven, and we’re always looking for franchi sees who are motivated to become multi-unit owners.”

As with many businesses, the franchise saw a slow down of in-person traffic during the pandemic. “Our franchisees adapted very well to the greater demand from online delivery systems and takeout orders,” says MacDonald. “This included investing in a dedicated app, extending our reach to customers, and making it easy for them to order online for takeout or delivery.”

WORLD TOUR OF TASTE

Learn more at LookforaFranchise.ca

There won’t be any plate smashing, but you might feel like kicking up your heels after a meal at OPA! of Greece. The Greek food franchise was founded by Niko Tiginagas in 1998 in Calgary, Alberta, with its first location in the city’s Market Mall.

OPA! of Greece

Today, the franchise has more than 100 locations across Canada, from British Columbia to Ontario, as well as a few locations in the United States.

Sam Osmow

According to Osmow, the benefits of investing in an Osmow’s franchise are strong brand marketing and fran chisees’ inclusion in the decision-making process.

As for what determines franchisee success, Osmow says “It’s all in your hands. You are the one who is going to determine your own success.”

58 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

That was in 2001 in Streetsville, a neighbourhood in Mississauga, Ontario. There are now 130 franchise and corporate locations across the country, with locations opening in Saskatchewan and Manitoba.

Osmow’s Shawarma

The Osmow’s team also loves receiving feedback from franchisees. “Some of our franchisees have come up with menu items that have been on our menu for years now.”

To get new franchisees up to speed on the Osmow’s system, the franchise offers in-class training and live training in a restaurant.

WORLD TOUR OF TASTE

Ben Osmow

When it comes to finding new investors, Osmow says “We like franchisees who are go-getters, who’ve done their research, who love the food, and who give a good reason as to why they would operate one of the best locations.”

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More than 20 years ago, Sam Osmow’s sandwich shop was chugging along, selling submarine sandwiches, when something happened. “One day [Sam] was having a more traditional shawarma meal and a customer came in and wanted to try it. They loved it. Then he realized maybe there was a market for Middle Eastern cuisine,” explains Ben Osmow, Sam’s son and CEO and head of franchise operations for Osmow’s.

“We’re growing rapidly, adding a lot of new offerings. We’re a lot of Canadians’ first-ever shawarma as we expand nationally,” explains Osmow, adding that “Cana dian consumers are very curious; they’re very interested in trying new cuisines.”

Osmow says supply chain and labour issues caused problems during the pandemic. At the same time, “We didn’t see the dip in walk-in sales that a lot of brands did. We were able to pivot quickly and had a huge elevation in delivery sales.”

Going forward, Gill says, “We’re accepting smaller loca tions with a higher focus on takeout rather than dine-in. We’re looking at better ways to accommodate delivery.”

Franchise Canada September | October 2022 59

Canadians are very open to new flavours. “We have a lot of new populations bringing a lot of interesting and exotic national flavours. They’re will ing to try new things.” Quesada has since opened 172 franchise locations, with at least 20 more currently in development.Duringthe pandemic, the franchise made changes to keep stores afloat. “We spent a good deal of time finding out how people could qualify for government benefits and waived all royalties,” says Gill.

An ideal franchisee must have a passion for what they’re doing. “We’ve changed our franchisee selection process to make sure we get to see them in a restaurant before making a decision,” notes Gill “They have to want to be in the restaurant business, enjoy working with and serving people, and enjoy the food itself. You can’t sell something you don’t like.”

Learn more at LookforaFranchise.ca

WORLD TOUR OF TASTE

Quesada

Steve Gill, the founder and CEO of Quesada, describes the franchise’s concept as quick service Mexican food. “Other companies stray towards [a mix of] international flavours, but we concentrate on highlighting various aspects of Mexican cuisine and give people the opportu nity to experience Mexican flavours.”

Steve Gill

Incoming franchisees can look forward to online pretraining, in-store training, and up to two additional train ing days per year.

Luckily, he adds, “the restaurant was 50 per cent take out to begin with, so we switched to takeout or delivery with providers like Uber Eats.”

Gill brought the idea for the franchise from his time living in Colorado in 2004, where he encountered a wide variety of Mexican restaurants. He figured the zesty, tasty food would be a hit north of the border—and he wasGillright.says

Ami Tea comes from humble beginnings. The operation began as a family-owned storefront in Calgary, Alberta’s Chinatown in 2018, selling Taiwanese milk tea and Viet namese bánh mì. Thomas Thái Nguyen, who co-founded the company with his brother, had the idea for Ami Tea after trying to satisfy his family’s longing for authentic Vietnamese food. Having been in Canada for three years at that point, he combined the existing Taiwanese bub ble tea shop model with an expanded full option for pho or bánh mì.

A lot of the local recognition of Asian cuisine is thanks to fusion franchises serving the best of both worlds to adventurous customers. While some brands specialize in milk tea, a beverage primed to take over anyone’s iced coffee fix, others have made a name by combining classic Canadian staples with a little bit of added spice. While one bite of samosa poutine transports you to a busy street in Delhi, sips of tapioca pearls recall the ambi ance of a Vietnamese night market. Between chai teas and chutneys, it’s safe to say Canadians have developed a taste for Asian cuisine, and franchisors are taking note.

here once was a time when Asian food was considered beyond the Canadian palate, with the potent flavours and spices not for the faint of heart or weak of taste buds. Now, however, it seems that every recipe book contains some homegrown spin on butter chicken.

Here, Franchise Canada highlights five brands that are providing flavourful options to diners and strong oppor tunities for franchisees, while staying true to their roots. Offering bubble tea, bánh mì, and everything in between, these franchises are elevating once-obscure Asian food to core Canadian delicacies.

PEARLS, PANCAKES, AND POUTINE

FIVE FRANCHISES SERVING UP TRADITIONAL ASIAN SPECIALTIES

Since then, Ami Tea has opened two more locations in Calgary, along with outposts in Saint John, New Bruns wick and Hay River, Northwest Territories. Since intro ducing a series of bold flavours to Calgary’s foodies, Ami Tea has continued to emphasize its mission to bring unique Eastern aromas to new friends in new places.

Ami Tea Canada

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WORLD TOUR OF TASTE

Franchise Canada September | October 2022 61

Chatime is a major player in the Canadian bubble tea space, and for good reason. Chatime offers a range of milk tea and smoothie options with a revolving door of specialty and seasonal topping choices, which means every Chatime beverage is a unique experience. The trademark milk tea and tapioca pearls exploded with popularity during the pandemic and the company saw strong delivery and digital sales, says Thomas Wong, Chatime’s president.

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Now the brand has more than 75 locations in Canada, with no signs of slowing down, making it a strong oppor tunity for prospective franchisees. The popularity of its offerings has led to high-profile collaborations with brands like Kellogg’s and Red Bull, giving franchisees access to partnerships that turn heads. Chatime also offers franchisees a wide support network for marketing, operations, branding, and real estate. They also include an ongoing coaching regimen to ensure franchise suc cess.

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Chaska Indian Street Food Obsession

Chatime

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Twisted Indian Wraps provides a modern take on Indian cuisine in a wholesome style. The franchise prides itself on being suitable for a range of dietary lifestyles, offering vegan, vegetarian, dairy-free, as well as Halal options. The food is cooked slow, but served fast in rice bowls, salads, and fusion Indian street food. All their menu items can be made mild, medium, or spicy.

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The word Chaska literally means “obsession,” drawn from the founder’s obsession with the Indian street food of his youth. Naveen Seth recalled his family’s road trips, feasting on the sights, smells, and sounds of the dhabas (truck stops) and open-air markets of India. The Chaska concept was born out of these experiences. The fran chise opened its doors in 2016 in Mississauga, Ontario and has grown to seven locations across Ontario, with plans to open three more by the end of the year.

The first location opened in Barrie, Ontario in 2015. Currently they have 12 locations operating in Ontario and Alberta. They recently signed an 18-store deal in British Columbia to initiate an aggressive growth plan in that market. Twisted Indian Wraps offers support in site selection, lease negotiation, design, and training for owners, managers, and back-of-house staff.

In Japan, pancakes bring happiness and Fuwa Fuwa’s fluffy, soufflé pancakes will certainly put a smile on your face during breakfast, dinner, or dessert. They come served with Canadian maple syrup, topped with fresh berries, or on the side of some smooth ice cream. The pancakes are freshly made to order, for a light treat that can be enjoyed at any time of day. The brand also offers sides from their café and bakery including pudding, cup cakes, crepes, and macarons.

Twisted Indian Wraps

Chaska offers classic Indian street food with authen tic flavours and some unique menu items such as the Samosa Poutine or Brownie Samosa to keep things fresh and exciting. For new Chaska opportunities, the brand provides a turnkey system (including design, permits, construction, equipment) to its franchisees and handles the lease negotiations. Ongoing operations and market ing support is provided after the location opens.

Fuwa Fuwa Japanese Pancakes

Fuwa Fuwa began as a one-stop shop in Toronto’s Annex neighbourhood and has since expanded to Mis sissauga, Ontario and Edmonton and Calgary, Alberta. In addition, the brand is poised to go international, with locations opening in Manchester, U.K. and Atlanta, Geor gia. For prospective franchisees looking to scoop up an opportunity, Fuwa Fuwa provides manuals covering all the operating, marketing, and management processes so you can hit the ground running.

How Much Will it Cost for Me to Turn My Business Into a Franchise?

Ready to learn more? Attend the upcoming How to Franchise Your Business seminar, taking place on Sunday, February 5, 2023 at the International Centre in Toronto. Visit cfa.ca/events/franchiseyourbusiness to learn more!

What Kind of Insurance Do I Need as a Franchisor?

WHAT YOU NEED TO KNOW ABOUT FRANCHISING YOUR BUSINESS

John Leavitt , Partner, BDO Canada LLP

Mark Siebert , CEO, iFranchise Group

“The ongoing support that you provide your franchise owners really needs to focus on them continually increasing revenues, controlling their costs, and your job is to make sure that you establish your credibility as an effective business coach for them.”

franchisor/kind-of-insurance-do-i-need-as-a-https://cfa.ca/franchisecanada/what- my-business-into-a-franchise-2/much-money-will-it-cost-for-me-to-turn-https://cfa.ca/franchisecanada/how-

franchisees/type-of-support-should-i-provide-to-my-https://cfa.ca/franchisecanada/what-

“The advantage of franchising your business is that it’s a business growth model that really allows you to scale and expand your business with less capital investment.”

“I would recommend that you have an insurance professional that under stands your business, understands the industry, and ultimately, can take care of the entire franchise.”

What Type of Support Should I Provide to My Franchisees?

To find more information on growing and franchising your business, head to FranchiseCanada.Online.

Industry experts offer their advice through Franchise Canada’s video series

efore you make the leap from small business owner to franchisor, it’s best to consider the legal, finan cial, and educational aspects of building a system. In order to avoid sunk costs and be a source of knowl edge and trust for your future franchisees, turn to the experts who have been doing it for a long time. Franchise Canada pro vides tips and advice through short, digestible videos from reputable industry professionals. We share all the essential information from marketing, legal, insurance, and franchise experts to help you achieve your franchise dreams.

Teed Burns, National Accounts Coor dinator, Federated Insurance

62 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Coffee is one of the most popular beverages in the country (and the world), and when it’s paired with a tasty treat, Canadians simply can’t resist the draw of their local coffee shop! It’s no surprise, then, that there are so many successful coffee and baked goods franchises across the country, making it easy for Canadians to get their caffeine fix in their community, no matter where they live.

Here, Franchise Canada introduces you to 20 coffee and baked goods franchises from coast to coast. Beyond the details of what makes each concept unique, we also provide insight into the benefits of each brand for prospective franchisees like you. If you’re interested in taking a sip (or bite) out of the coffee and baked goods sector, read on to filter out the concept that best aligns with your goals and values.

KEEPING THE COFFEE AND BAKED GOODS CATEGORY FRESH

Canadian franchises are brewing up coffee and baked goods opportunities from coast to coast

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The ideal franchisee with Au Pain Doré is a dedicated and passionate player in the industry. Benefits for franchisees include access to a broad customer base and customized marketing plans, five weeks of hands-on training, exclusive supplier pricing, and ongoing support throughout the duration of the ownership.

KEEPING THE COFFEE AND BAKED GOODS CATEGORY FRESH

BEAVERTAILS

AU PAIN DORÉ

A pioneer of Canada’s coffee culture, Artigiano brought superior coffee, latte art skills, and just a touch of European bravado to Vancouver over 20 years ago. The brand’s dedication to the craft of coffee-making has attracted a very loyal following. Launched as a single, standalone café on Vancouver’s Hornby Street, Artigiano now owns and operates 24 cafés in B.C. and three in Alberta, each one recognized for its sustainability practices, superior coffee, artisanal savoury and sweet goods, and welcoming environment.

The company began franchising in the 1960s and in 2022, Bimbo Canada’s direct store delivery (DSD) model utilizes a vast network of franchisees and distributors, who have acquired or have been assigned rights to sell and distribute its brands. Bimbo Canada currently has more than 1,000 franchisees and distributors operating more than 1,000 routes in Canada.

ARTIGIANO

BIMBO CANADA

This popular franchise system provides franchisees with initial training and ongoing support in areas such as recruitment, management, sales analysis, and business development. By investing in the BeaverTails franchise, you’re investing in the security and resources of a wellestablished, nationally recognized brand.

Bimbo Canada (Canada Bread Company Ltd.) is the country’s largest and oldest bakery. It produces and distributes more than 1,000 products across 18 brands Canadians know and trust, like: Dempster’s ®, Villaggio ®, POM ®, Bon Matin®, Ben’s ®, Stonemill®, and more. In May 2014, Canada Bread was purchased by Grupo Bimbo, the world’s largest baking company, with operations in 33 countries, and rebranded as Bimbo Canada.

BeaverTails has been a family favourite for more than 40 years, marking milestones with Canadians during some of their sweetest memories. There are more than 190 locations from coast to coast, and BeaverTails serves joy with its iconic pastries, shareable take-home bites and brownie pies, and ice cream treats. This iconic brand looks to remind Canadians that it’s all delicious – “making irresistible treats for life’s irreplaceable memories.”

This French-inspired café maintains the fast service style of the industry, while producing fresh, high-quality product for customers. Known for exceptional service and baked goods, Au Pain Doré is globally regarded as one of the leading French-style cafes. With more than 40 years of experience in the industry, the brand’s expertise in the market is undeniable.

The ideal Caffe Artigiano franchisee is highly receptive, possesses great leadership skills, and is passionate about the industry. Franchisees benefit from working with a well-established brand, access to café-specific public relations, connections with key industry suppliers, training and support, and more.

DRNK COFFEE + TEA

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This franchise was built with authenticity, and its patrons in mind. Kekuli Café is looking for franchisees who are passionate about the industry, serving their community, and upholding Indigenous values. Franchisees receive extensive training and access to the Kekuli Café system and procedures.

D SPOT DESSERT CAFÉ

Drnkstrategies.Coffee

KEKULI INDIGENOUSCAFÉ

+ Tea provides hands-on support to franchisees, starting with an extensive training program that helps franchisees understand the day-to-day operations, including customer service, cost of goods, hiring, and more. Franchisees also receive ongoing support through quarterly franchise meetings that introduce new products, programs, and training.

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An ideal Good Earth Coffeehouse franchisee demonstrates a high level of commitment to bringing people together and making them feel good. Franchisees receive support with product research and development, access to ongoing training programs, marketing guidance, and an informative purchasing power program.

CUISINE

Kekuli Café provides its patrons with authentic Indigenous cuisine at every visit. Its signature bannock, a traditional bread, makes up the menu for breakfast and lunch, as the basis of PowWow FryBread Tacos, Bannock Sandwiches, and more. The fast casual café also serves premium espresso, organic coffee, tea, and Saskatoon berry smoothies. As a sign of respect, Indigenous people acknowledge each other’s presence. This acknowledgement is enforced in every café, so that all the customers feel seen.

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D Spot Dessert Café embraces the joys and excitement of dessert through its vibrant café and plating designs. The café design is reminiscent of Willy Wonka’s Chocolate Factory, with décor emulating popular desserts and treats. As the franchise system continues to grow, expanding into international markets, it’s looking to provide its one-of-a-kind desserts to a range of diverse Thecommunities.idealDSpot

Known for community coffeehouses, Good Earth Coffeehouse has served its customers delicious, ethically sourced coffee since 1991. The devotion to the craft does not stop at coffee; Good Earth Coffeehouse prides itself on the fresh meals that are made in house. The brand’s desire to uplift its community is the driving force behind its ethical choices and long-term commitment to growth.

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As innovators in the industry, Drnk Coffee + Tea looks for new ways to stay ahead of the curve and consistently re-invent itself. Its skilled team is always testing new drink combinations to find the next popular beverage. Priding itself on innovation, the brand engages with the latest technologies and implements creative marketing

Dessert Café franchisee exemplifies traits of drive, passion, hard work, leadership, and community building. As a franchisee, you’ll be partnered with a recognizable brand with the flexibility of three concept variations. You’ll also have access to an easy-touse operational system and a unique menu offering.

KEEPING THE COFFEE AND BAKED GOODS CATEGORY FRESH

GOOD COFFEEHOUSEEARTH

MAVERICK’S DONUTS

PARIS BAGUETTE

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At its core, Paris Baguette wants to build connections within the community. Its central values include: have heart, rise to the occasion, nourish community, and spread joy. This is exactly the set of values they look for in franchisees. Paris Baguette delivers support at each critical step, including help with site selection, store design and construction, training, operations, product development, distribution, and more.

PRESSE CAFÉ

KEEPING THE COFFEE AND BAKED GOODS CATEGORY FRESH

MIXED SENSES

This Parisian-inspired café serves expertly crafted coffee and baked goods and focuses on providing customers with excellent and memorable service. The brand’s motto, “Happy to see you. Happier to serve you” illustrates the dedication to its customers. Paris Baguette offers a selection of treats and beverages including cakes, breads, salads, sandwiches, coffee, tea, and seasonal beverages.

Maverick’s Donuts has an exceptional team of specialists that will be there to assist with all franchisees’ needs and concerns. Franchisees have full access to the brand’s system of operations, along with extensive product and management training. Franchisees also receive extensive hands-on training, as well as ongoing support and guidance for any operations, marketing, HR, and bookkeeping aspects of the business.

This unique franchise takes the typical structure of a café and combines it with wellness. Along with freshly made coffees and baked goods, Mixed Senses offers retail health and beauty products like skincare, soap, and gift baskets. It also houses a skincare spa that offers body

Mixedtreatments.Senses

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embraces its distinct position in the market. The brand’s hope is to attract customers who are interested in coffee and self-care, replenishing the body internally and externally. Franchisees receive help with lease and location negotiations, as well as ongoing guidance with training, marketing, operations, and purchasing power decisions.

Presse Café is known for its dynamic atmosphere, exclusive coffee recipes, and delicious food, ranging from muffins, pastries, and full breakfasts to delicious artisanal sandwiches, salads, soups, and desserts. Presse Café’s menu is set to please all day long. Presse Café is now expanding across Canada. The cornerstone of its success is based on the expertise of its team, the innovative quality of its concept and products, as well as the commitment of its dedicated franchisees.

Since 2016, Maverick’s Donuts has built a name for itself by refining and crafting its donuts and is now one of Canada’s fastest-growing donut brands. Franchisees enjoy growth through exceptional local marketing programs aimed at community sales. With monthly changes to the menu to reflect seasonal flavours and holiday treats, Maverick’s has something for anyone looking for an exciting treat.

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For more than 40 years, Robin’s Donuts has established itself as a go-to donut shop in Eastern and Western Canada. After opening its first location in Thunder Bay, Ontario, Robin’s has grown a dedicated following with its flavourful donuts and sincere service. This proudly Canadian franchise serves freshly made coffees and pastries and has recently added breakfast to the menu. Franchisees are expected to provide customers with the same level of service that Robin’s has built its name on for the last four decades. In turn, the franchising system provides a four-week training program, along with site selection and lease negotiations, ongoing business development, price and quality control supervision, research, marketing and brand awareness tools, and so much more.

Second Cup Café has gotten a makeover, with its signature bright yellow cups and sleek, welcoming design, serving up a wide selection of specialty coffee, tea, and other innovative drinks, enjoyed by customers from coast to coast at its approximately 200 locations.

SERIOUS COFFEE

After launching its first store in Duncan, British Columbia in 1994, Serious Coffee took the time to listen to its patrons and evolve the coffee it served. The brand’s philosophy is to make the freshest coffee available. By using high-quality Arabica beans and implementing air roasting methods, this franchise makes it a mission to stay consistent with the brand’s promise.

The proudly Canadian brand is continually expanding its reach and with its continued expansion into the North American and international market, they are looking for like-minded franchisees with strong interpersonal skills. Franchisees are given step-by-step training in the brand’s business operational and procedural model.

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Serious Coffee has grown to 16 locations across Canada, and prides itself on the quality of its products and the relationships built with its customers. This brand is looking for franchisees with strong leadership and communication qualities, as well as a sincere passion for the industry.

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SECOND CUP CAFÉ

TIM HORTONS

Since 1964, this iconic Canadian quick service restaurant has become one of the most recognizable brands in the nation. With more than 4,000 locations from coast to coast to coast in Canada, Tim Hortons is more than a coffee and bake shop. Tim Hortons is part of the Canadian fabric and guests can enjoy hot and cold specialty beverages—including lattes, cappuccinos and espressos, teas, and famous Iced Capps ® —alongside delicious breakfast, sandwiches, wraps, soups, and more.

Second Cup Café is Canada’s specialty coffee retailer, bringing people together and serving top-quality drinks to Canadians where they live, learn, and work.

ROBIN’S DONUTS

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KEEPING THE COFFEE AND BAKED GOODS CATEGORY FRESH

Proudly Canadian. It’s at the core of Second Cup Café’s values and with good reason; from its humble beginnings as a mall kiosk, it has grown to become the largest Canadian specialty coffee retailer. In those 47 years, it’s always aimed to be the best and to continue to focus on quality and innovation.

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Training takes two weeks, with one week on site in Montreal and another week in a mobile unit. A turnkey BeaverTails franchise starts at $500,000, and the ideal location size is 1,000 to 1,200 square feet. Service is take out only. A truck franchise runs $175,000 to $225,000.

BY DAVID CHILTON SAGGERS

70 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

He sums up the benefits of franchising with Beaver Tails this way: “We have a happy product. We have a happy culture. Our operations are simple, our margins good, and our costs competitive.”

There’s a big difference between knowing you’re hungry and knowing exactly what you want to eat. Fortunately, these three all-Canadian franchise systems can help customers decide. Their expansion and loyal customer base highlight their brand power, which provides food for thought for those considering investing in this industry.

BeaverTailsyear.

100% FRANCHISECANADIANSYSTEMS

pandemic, some trucks stationed themselves in grocery store parking lots, where they found success. That suc cess has continued. “The first five months of 2022 have been outstanding,” says Marcovecchio.

There are two kinds of beaver tails. There’s the one attached to that furry Canadian icon. And then there’s the BeaverTail, a fried pastry that’s an icon in its own right. The BeaverTail is a fried whole wheat pastry that’s hand-shaped to resemble the paddle-shaped tail of the famous critter. Toppings can be sweet or savoury. Store menus also offer poutine and other items like the Beaver Dog, a wiener wrapped in a BeaverTail. Pam and Grant Hooker introduced this sweet treat in 1978 at a commu nity fair in Killaloe, west of Ottawa, Ontario.

also has more than 50 food trucks oper ating nationally. Customers and growth for BeaverTails come from high-volume tourist areas such as Jasper National Park in Alberta. However, Marcovecchio says that there’s also a focus on grocery-anchored plazas, with the first non-tourist venue location opening five years

Theago.profile of BeaverTails’ franchisees varies. “We’ve got pretty much everyone in there, and there’s a strong appeal to women [as franchisees],” says Marcovecchio. Potential investors must be a fan of the system’s food, he continues, and be able to demonstrate that passion. They won’t need a business or restaurant background, but a customer service focus is very welcome.

Franchising for BeaverTails began in 1992 and ran until 2000, says Patrick Marcovecchio, the vice president of business development, from head office in Montreal. It was paused during a change of management and began again in 2006. There are now 196 franchises in all prov inces except Newfoundland & Labrador. The national expansion will continue, with 25 new franchises planned per

Marcovecchio says that COVID made 2020 tough for franchisees in theme parks. However, shops and trucks fared well. On the mobile side, a month or so into the

HOME-GROWN & LOCALLY-OWNED

BeaverTails

Franchise Canada September | October 2022 71

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location, across from McMaster Uni versity, lost access to its customer base of students and families and had to switch gears. That meant going online, with delivery from the likes of SkipTheDishes. “In fact, our online [ordering] went crazy. COVID taught us to be great online,” says Visca.

Training takes place at the corporate location in Ham ilton and lasts four to five weeks, with another two weeks of on-site instruction for staff and a further week on-site for the franchisee. A typical DoughBox restaurant has seating for 30 people, and is in the 2,000 square feet range. The cost to open a franchise is between $500,000$650,000, and DoughBox locations can be found in strip malls and at street front locations.

DoughBox Wood Fired Pizza and Pasta

want to be,” says Visca, who is also interested in expan sion to Western Canada.

Tony Visca and his business partner, Fernando Colav ecchia, had two things in mind when they decided to expand their Niagara-based pizza shop: to use the quick service model to launch restaurants that were smaller than those they previously owned, and to bring a pre mium product to a quick service setting.

This was in 2016, and by 2019, they had opened their flagship location in Hamilton, Ontario and were consid ering franchising. Then the pandemic struck and “there was quite a shift,” says Visca, president of DoughBox Wood Fired Pizza and Pasta, from head office in Niagara Falls,ThatOntario.flagship

Despite the move away from dine-in and takeout, sales were maintained by a strong online presence, and Visca and Colavecchia considered adding restaurants. By 2021, franchises opened in Oakville and Missis sauga, Ontario. Others are due to open in the province this year in Guelph, Woodstock, London, and Toronto, and there are plans to add another 10 DoughBox fran chises by the end of 2022. “Ontario is really where we

As for the qualities he looks for in a prospective fran chisee, many of them being newcomers to Canada, Visca says he wants those who understand business and what it takes to be successful. Business exposure is a bonus. He also meets every prospective franchisee, because joining the DoughBox system “is like a marriage.”

One benefit of investing with DoughBox is its success ful franchise model, says Visca. Another is that the sys tem allows franchisees to find a balance between work and family, and a third is recognizing that franchisees need to be more profitable than the franchisor.

Robin’s Donuts

To deal with the difficulties, Robin’s offered immedi ate royalty concessions for 10 months and rationalized the menu to adapt to the new restrictions imposed and health requirements. As a result, not a single store closed, even during the height of the pandemic. Although samestore sales “took a hit” throughout the pandemic, Rob in’s is now performing better than it was pre-pandemic, notes El-Noqrashy.

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There is just one Sleeping Giant in Thunder Bay, Ontario – the massive rock formation in Lake Superior. In 1975, there was also just one Robin’s Donuts in the city. Since then, Robin’s has grown to 140 franchises, with locations from coast to coast.

500 square feet. The two largest cost up to $500,000 to start operations, and the express location varies based on size and offering – from only beverages, to hot and cold beverages, and baked goods and beverages. Robin’s either finds the appropriate real estate for its franchi sees or lets them do it themselves—and is even open to self-construction.Operatingduring the COVID pandemic was a challenge for the brand and its franchisees, with even the essential coffee industry impacted, says El-Noqrashy. “COVID was a shock. After all, coffee is the fuel of humans.”

Training is hands-on, and Robin’s recommends that the franchisee take the instruction, rather than a man ager. “We train on the floor,” El-Noqrashy explains from Robin’s head office in Toronto. “It’s four weeks, all shifts. We train on all aspects of managing the business to increase revenue and manage resources and the team.”

As for the benefits of investing with Robin’s Donuts, El-Noqrashy says the brand offers wide appeal to all market segments and the franchise team provides strong continuing support. “We don’t just sell a store and wish them [franchisees] luck.”

El-Noqrashy says the brand is looking for franchisees who are outgoing, have a passion for customer service, and appreciate the fresh food Robin’s offers, includ ing all-day breakfast and a lunchtime sandwich menu, as well as coffee and donuts. Some business exposure would also be welcome, he notes.

Tariq El-Noqrashy, director of franchising and real estate development, says the Robin’s empire is still grow ing, with 25 to 35 more franchises planned in the next five years. “We’re looking to expand our presence in Ontario,” he says, “and we have master franchisors in Newfound land, Atlantic Canada, and Manitoba.” Robin’s was already franchising when Chairman’s Brands Corp., which also owns Eggsmart and 241 Pizza, acquired it in 2006.

Robin’s offers three different concepts: drive-thru, street front, and express. The first two are usually between 1,400 and 2,000 square feet. The express, typi cally found in gas stations and pharmacies, is 200 to

72 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Fuzz Wax Bar franchisee Alexia Pilla reflects on being a young woman business owner and how support paved the road to franchising success BY JOELLE KIDD

Franchise Canada September | October 2022 73 NEXT GENERATION IN FRANCHISING

Multi-unit Mogul

Flipping the script

After determining that Fuzz was the right fit for her, Pilla signed on to buy a franchise in 2017. But this came with its own challenges. “After signing, I really struggled to find a retail space that would fit,” she recalls. Eager to dive in, she asked the franchisors if she could work in some corporate locations to gain in-store experi ence. After working in three different wax bars, Pilla approached the franchisors to ask if they would consider selling her one of the locations, flipping it from a corpo rate to a franchised location.

“I feel like I’m in contact with head office probably every single day. If I need extra training, if I need help training someone, if I need advice or need to vent, they’re always there, just a phone call away. And they really guide you through every step, every process.”

“My goal is to have the highest performing location in the franchise, of course,” says Pilla, with a smile. “That’s the goal I’m working towards.”

Pillatowards.”wasdrawn to this ambitious company culture, and she loved that it was coupled with a strong founda tion of support from the brand. “I had never run a busi ness—I didn’t know what I was doing. I was brand new to it. So I really needed a franchise where training was very important to them. I needed someone that was going to hold my hand through the process, and Fuzz has exten sive, amazing training.”

want to get going.’ And we came up with a solution, which was fantastic.”

Pilla took over the brand’s Leslieville location, tucked in a quietly trendy neighbourhood in Toronto. Along with her experience working in store, Pilla went through extensive esthetician training—to make sure she com pletely understood the services her business was pro viding—as well as corporate training from Fuzz that took her through every step of running the business.

Once Pilla was well accustomed to running her first loca tion, she set her sights on a second. Unlike the first, her second Toronto location was a raw space that needed to be built from the ground up. She took on the challenge and was all set for a grand opening—in March of 2020.

As a franchisee with Fuzz, Pilla says, there’s a choice to either be a managing partner, handling the wax bar management day to day, or a semi-absentee owner, focused on growing the business. “Both ways are completely supported by the franchisor,” she says. “They do, however, have a clear multi-unit growth model when they bring on new franchisees, so opening multiple locations is definitely what Fuzz franchisees work

lexia Pilla always knew she wanted to own her own business. “But I didn’t really have a con cept in mind,” she explains. “Which is why I decided to go the franchising route.”

“As someone who had no experience, I needed that. They really shaped the business owner I am today,” she reflects. Today, the franchisor’s support is still her favou rite thing about the brand.

The Fuzz brand was founded in Toronto by Jessie Frampton and Florence Gaven Rossavik in 2012. It now has 16 locations across the country and is looking towards U.S. expansion.

Growing pains

74 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

“Our opening date was pushed back several months. Once we finally opened, we were only open a couple of months before we got shut down again [by COVID lock downs]. That was definitely a strain, and it was stressful to say the least.” While the shutdowns caused cash flow concerns and pushed back Pilla’s break-even, she was able to rely on the profits from her first location, along with government subsidies.

Of course, the COVID-19 pandemic created a need to adapt these plans, and quickly.

Fast forward five years, and Pilla certainly has gone far. She’s now the proud owner of three different Fuzz Wax Bar locations in Toronto.

NEXT GENERATION IN FRANCHISING

The young entrepreneur applied to a matching ser vice that paired franchise concepts with prospective franchisees, based on personality tests. On the list of potential franchise fits: Fuzz Wax Bar, a membershipbased waxing-only salon concept.

“I just fell in love—with the founders, the brand con cept, and their values, frankly,” says Pilla. “Which was why I decided to go with them.”

“It came about because I was struggling so hard to find a space, and I thought, ‘I really want to do this, I

She adds, “I knew I would have the support I needed.”

Aside from the financial challenge of the pandemic, Pilla says the most difficult thing was being apart from her teams. “We have such tight-knit teams, and we’re

Franchise Canada September | October 2022 75

Ultimately, Pilla says what’s most rewarding about being a franchisee is the satisfaction of leading a team. “It’s so rewarding to see these people shine, see them excel. You become a family.” Because Fuzz has a mem bership-based model, Pilla has also become very close with her customer base, making for community on all levels. “We have fantastic clients … we know them by name and we see them every month. It just makes it really fun to come into work.”

Pilla’s advice for anyone looking to buy a franchise is to choose a brand that aligns with your values. “I think that’s so much more important than going into an indus try you love,” she explains. The practicalities of running a business and the ins and outs of the industry can be learned, but finding a company that offers the right sup port and values what you value is key.

NEXT GENERATION IN FRANCHISING

As pandemic restrictions eased, Pilla has come out the other end stronger—and with a third location. The newest, in Toronto’s historic Distillery district, opened in early 2022, and was a conversion from a competing brand.

And no matter what, she says, keep pushing. “There will be bumps in the road, there will be small failures— that’s inevitable. But it doesn’t say anything about who you are. Who you are as a business owner is [shown by] how you pick yourself up from those challenges, and keep moving forward.”

This sense of leadership is one of the lessons Pilla took from the pandemic. “I think the biggest [thing I learned] was not to focus on the trivial things or the small things, to not sweat the small stuff as much. I feel like the pan demic gave us all a different perspective—and it made us feel like we’re resilient, you know? We overcame this, we made it through—we can do anything.”

At Fuzz, “my age was never seen as a detractor, but rather seen as an asset,” she adds. “The fact that I didn’t have any preconceived notions and I was moldable was seen as a positive rather than a negative.”

“Going from one to two [locations], I didn’t notice as much of a difference. But going from two to three is an adjustment!” says Pilla of the multi-unit life. She splits her time according to what each location needs each week, but tries to pop in on each store almost every day. “I love to be in store, and I can’t be in three places at once, obviously, so I feel as if I’m always missing some time with people because I’m circulating around. But that gives lots of opportunities for my managers to step in and step up. So there are opportunities for growth for my team as I grow, which is fantastic.”

Pilla says she’s found many opportunities for mentor ship within the franchise system, both from the corpo rate team and her fellow franchisees. “I’m always picking the brains [of other franchisees] and seeing how I can copy what they’re doing, take a note from what they’re doing.” And that’s not to mention the two founders of the brand. “I feel like I know them personally, they’re so available to you. And obviously they’re two people I look up to very much—what they’ve built is so impressive, so incredible, that I’m honoured to be a part of it, honestly.”

Rising to the challenge

As a young woman entrepreneur, Pilla says she’s had the frustrating experience of not being taken seriously. While it’s happened with outside stakeholders, “at Fuzz, I’ve never been treated differently, or lesser-than, because of my age or gender.”

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so used to seeing each other every day. As an employer and an owner, you feel accountable for your team’s wellbeing. So as much as we can do Zoom [activities] and we can check in, it’s not the same as being physically there together every day.”

ehind many franchise brands is a founder who had a dream to bring their vision to life. For some, that vision is sparked by their own experiences, and the desire to fill a gap in a lucrative market. Lexi Miles Corrin, founder and CEO of WAXON Laser + Waxbar, is no exception.

WAXON founder and CEO Lexi Miles Corrin on her passion for female empowerment, evolution within the beauty industry, and expecting massive growth in 2023

At the time, Corrin was spending a lot of time in the U.S. and discovered wax bars that were popping up all over the country. “I thought, ‘you know, this is just such an amazing con cept, how does it not exist in Canada?’”

LEADERSHIP PROFILE

BY STEFANIE UCCI

A TRANSITIONSMOOTH

Corrin’s franchise journey began in 2012 when she was navigating her career as a business management consultant. “I was travelling a lot for work and was the person who is our ideal client now,” she explains. “I used to like going to nail salons for my wax appointments because I wanted them to be fast, convenient, and cheap.”

Building women up through franchising

Today, WAXON has 14 locations, seven of which are locally owned franchises. In addition, three franchise partners are multi-unit owners. The brand is slated to open 10 new wax bars next year, signifying substantial and thrilling growth.

For team members at each location, female empow erment revolves around offering a space where the “waxologists” and “laserologists” can build careers within WAXON, which Corrin says didn’t really exist previously in the esthetics industry. “They were always treated as hourly employees and now we give them the opportunity to be able to stay in a business for the long term and build their careers in esthetics. We hold on to people longer, as a result of building a really strong culture around them.”

With a strong corporate team behind her, the WAXON brand began to grow and Corrin’s franchise dream started to come true.

but I have absolutely no experience as an esthetician … no one wants me to wax them, ever,” she says with a laugh.

Working within a female-centred industry also drew Corrin to design a business where she could help empower women through the teams she builds and the people they hire. She notes that all of WAXON’s franchise partners were clients who fell in love with the brand and made the jump into business ownership.

“What really jazzed me about franchising is the amaz ing franchise partners that are all women, who have totally different stories and [come from different] walks of life,” explains Corrin. “From leaving a career they just didn’t love, to wanting to pursue something on their own, to stay-at-home moms who are empty nesters and now want to do something for themselves for the first time. We have a business opportunity that can support them and allow them to pursue their entrepreneurial dreams.”

After some heavy research, and using her background as a consultant, Corrin dedicated herself to establishing a business that was well run, efficient, and focused on the client experience and working culture for team members. Her intention was to open one location to start, and dive into franchising as a way to quickly grow the business.

Of course, the clients feel empowerment within their own skin, too. “I love the idea of just being able to be you—our purpose is to provide a safe space to inspire you to live more confidently in your own skin,” adds Corrin.

Why was the beauty industry so appealing for Cor rin? “If I was asked this question pre-COVID, I would have answered it a bit differently,” she notes. She says she believed it was a great opportunity because she could cater her business to services that she would be inter ested in as a client.

LEADERSHIP PROFILE

Franchise Canada September | October 2022 77

“My goal at the time was to open 100 locations in five years. Then, I very quickly realized that’s completely unrealistic, and I needed to open some more of my own locations before we could catapult forward. [I wanted to] be able to support our franchise partners effectively while making sure that we have a solid tool kit in place,” explains Corrin.

Although she lacks hands-on experience in the indus try, that never stood in her way. “I love beauty esthetics,

The blog and podcast, dubbed “We Go There,” is a space “where there is no such thing as TMI…” per the brand’s website, with coverage ranging from women’s bodies, to quick tips for preparing for a waxing session, and even how to own a franchise with WAXON.

78 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

LEADERSHIP PROFILE

For Corrin, at the heart of her franchise system is a passion for investing in a business that’s making leaps and bounds within the growing laser and wax industry. “I really take personally the investment that franchise partners put into our business. You’re taking a big risk regardless of what franchise you open, and I take that very seriously. Within WAXON, it’s about feeling comfort able and confident with the support that you’re receiving because we, as a team, really want to see each and every one of our franchise partners thrive.”

More than just a routine wax Corrin says WAXON’s membership model is a unique concept in itself, and one that was missing from the Cana dian beauty industry. With a leader like Corrin—who’s consistently one step ahead of the pack—there are even

She points to the brand’s product line, online blog, and podcast as supplemental items and educational tools that “drive more clients and round out our brand’s integrity as a place that’s really so much more than just waxing and laser … So it’s more of a community vibe that we’re building, while driving more brand value for our franchise

It also helps to align with the company’s core val ues and have a passion for the WAXON brand, clients, and team members who are an integral part of the daily operation process. “We need people who are going to maintain that culture, as well as the quality of service and brand integrity. That’s the most important,” notes Corrin. “What we really look for in our franchise part ners are people who just absolutely love what we’re doing and want to be part of it because at WAXON, we build a family, and we want people that are really pas sionate about that.”

Roll with the punches

WAXON’spartners.”product line includes an exfoliating scrub, body oil and polish, a hand-held trimmer, loofah soap, and a line of intimate care items.

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Like any franchise, Corrin notes that there will be “the not-so-glamorous days at WAXON” that franchise part ners should be able to embrace. Rolling with the punches and facing challenges may include a last-minute situation “where your guest service employee doesn’t show up and you need to roll out of bed and run to your location to open it because the wax has to heat up.”

more benefits and opportunities for franchise partners to flourish and evolve with their businesses.

But with the right drive and entrepreneurial spirit, franchise success is within reach, explains Corrin. Fran chise partners should also appreciate and enjoy the idea of operating within a structured business model, where they have a very clear training program and tool kit to follow. “We provide direction on literally everything, and then it just takes being able to implement and follow that in order to create a successful location.”

ost of us have been there: it’s late at night and we’re hungry, but our shelves are empty. We could head to the convenience store down the street, but we don’t really want to see anyone and we don’t really want chips or candy or over priced Kraft Dinner.

Daniel Lambert and Jessika Venne, with the project managers of the master franchise team, Laurence Gauthier and Alexandre Belleville

A DAY IN THE LIFE

“We wanted something that was easy to learn, sim ple to open, and that we could run while keeping our

In cities across the country, there’s now a solution to this problem, thanks in part to Aisle 24, a cashier-less grocery market open 24/7. Aisle 24 now has more than 20 locations in Ontario and Quebec, and plans are in the works to open dozens more across Canada.

BY JORDAN WHITEHOUSE

Aisle 24 master franchisees Jessika Venne and Daniel Lambert share how they manage their cashier-less grocery store location

Franchise Canada September | October 2022 79

buildings, theirs is on the ground floor of an apartment complex in Old Montreal. And like every Aisle 24, cus tomers use the company’s app to unlock the door. Once inside, they use self-checkout to pay for everything from dry and frozen goods to produce and bakery items to confectionary and snacks.

Set It and Forget It

When Venne and Lambert approached co-founders John Douang and Marie Yong in 2020 to learn more about the brand, they were instantly attracted to the simplicity and flexibility of the concept. Venne and Lambert are fulltime pilots, and although they weren’t impacted like many in the aviation industry during the pandemic, they wanted a plan B in case things went sideways in the future.

Jessika Venne and her life and business partner Daniel Lambert are the Aisle 24 master franchisees in Quebec. They also run their own franchise location. Like many Aisle 24 locations that are found inside multi-residential

As for accounting, it’s straightforward too, says Venne. “We use QuickBooks, which is pretty self-explanatory, and because all of the systems are automated, everything kind of talks to each other, you can easily do your accounting as you go. Once a week, though, we’ll sit down, look at our books, and make sure everything works out. Then at the end of the month, we send in our reports.”

Lambert’s day usually starts at around 5 a.m. That’s when he visits the store before work to make sure it’s ready for the day. Venne typically visits in the evenings after work to make sure it’s ready for peak traffic, usually between 6 p.m. and 1 a.m. During both visits, they’ll do a thorough cleaning, enter delivered items into the system, organize and stock shelves, and refill the coffee machine.

the delivery arrives. On Monday evenings, they spend an extra hour in the store to identify and place orders for the next week or so. They also use that time to do a quick inventory and a thorough re-stock of the shelves.

Stores are also equipped with multiple live-feed cameras, which give Venne and Lambert some flexibil ity in deciding when to visit. “You can have access on your phone to all of those cameras, so you can check on the store all day long without actually being there,” says Venne. “That means there are days when we just go once a day—or sometimes we’ll go once every two days, depending on what we see on those cameras.”

About 90 per cent of Aisle 24’s training for accounting and day-to-day operations happens online via a platform called Trainual. It includes modules on all hardware and software, such as inventory systems and digital labels, as well as operational manuals and guides packed with management tips. “It’s really well made,” says Venne. “We’re pilots, so our trainings are based on standard operating procedures that are usually done online. We know good online training, and we were really pleased with what Aisle 24 came up with.”

A THE

LIFE

DAY IN

80 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

Venne and Lambert were also pleased with how simple it is to train others on those daily tasks and the opera tional technology. Venne trained her cousin, a student living in Montreal, to run things and even fix technical issues when the pair was away.

Those cameras also allow the two to see when deliv eries arrive, something that’s been particularly helpful over the past couple of years, as supply chain issues dis rupt scheduled delivery times. Instead of waiting around the store all day, Venne and Lambert simply monitor the camera at the back of the store and drive down when

A typical day

“We’re pilots, so our trainings are based on standard Aislereallytraining,Weusuallyproceduresoperatingthataredoneonline.knowgoodonlineandwewerepleasedwithwhat24cameupwith.”

full-time jobs,” says Venne. “And the great thing about Aisle 24 is that your day doesn’t have to be routine. You can kind of adapt the schedule to … your life.”

Jessika Venne and Daniel Lambert

A flexible franchise

“Some people might think that, because you own a franchise, your life is over because you have to be there all the time,” says Venne. “That’s just not true with Aisle 24. Nothing stops you from hiring an employee if you want.” In fact, it was that ease of training others that

convinced Venne and Lambert to become master fran chisees in AnotherQuebec.bigbenefit of being part of Aisle 24 is the daily interaction with passionate customers, says Venne. While cashier-less grocery stores may be more common in other parts of the world, they’re still a novelty in Can ada. That excites customers, says Venne, and she enjoys seeing them happily explain how it all works to their friends. Many customers almost become “little ambas sadors,” she says.

The biggest lessons they’ve learned to help them through daily business life are patience and consistency, the couple says. “I’m a little OCD on cleaning, which is a good thing, because what Aisle 24 tries to do is differ

Financial flexibility is particularly key right now for any franchisee, Venne adds. “You have to do your research and understand the true costs of opening a business. What we’re noticing now is that with COVID, there’s always extra costs. You need to have the flexibil ity in your finances to not get caught. Take the time to talk to your financial advisors, talk to your bank, look at your financing options. It will be worth it.”

Franchise Canada September | October 2022 81

Of course, there are challenges. The most significant right now are supply chain issues. Venne and Lambert try to be consistent with the products they offer because they know that consistency is part of what keeps cus tomers coming back. With supply chain disruptions, however, that’s not always possible. As master franchi sees, the two are also trying to build other Aisle 24 loca tions in the province. But again, because materials aren’t available or there are delays in getting them, it’s been somewhat of a struggle to keep those builds on schedule.

entiate itself from your typical convenience store,” says Venne. “We’re not dusty or smelly … one of the big things is to keep the image of Aisle 24 as a modern, clean mar ket with everything you need.”

A DAY IN THE LIFE

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On the Franchise Canada page on LookforaFranchise.ca, you’ll find all the brands featured in the pages of this issue in one easily accessible space! franchisecanada/cfa.ca/lookforafranchise/ If you’ve read this far and want to learn more, visit LookforaFranchise.ca

Flexibility is also huge for Aisle 24 franchisees—and franchisees in general—says Venne. Important skills like organization and accounting can be taught, but franchi sees need to come with an enthusiasm for the business concept, a dedication to learning, and an openness to rolling with whatever obstacles come their way.

BY SUZANNE BOWNESS

whileproveStephenOrangetheoryItWorkingOutFitnessfranchiseesWilkandDaveCannonthatyoucanstillmakegainsfacingsetbacks

THE FIRST YEAR

Stephen Wilk (left) and Dave Cannon (right)

Given that the fitness business is all about location, the duo says they got lucky. Orangetheory territories are based on population, and the River District is a prime res idential and commercial community right on the water front. “We’re in a great area,” says Cannon. “There’s lots of residential, there’s great retailers around there. Num ber one, you always want to be close to a grocery store. We’ve got great retailers around us.” They worked with a real estate broker to find the right space for their studio and ended up choosing a 3,000-foot space at the base of a new 17-storey residential complex under construction.

What they couldn’t foresee were the struggles the fitness industry would face in response to a global pan demic. If the pandemic was a test for business owners, they also passed. Despite multiple lockdowns and chal lenges, they’re still going strong two years later.

Both immediately appreciated the concept: daily, hourlong total-body workouts led by coaches who follow the same lesson plan globally. They also recognized how well a partnership could work with their combined working history. Cannon has experience in the sports marketing world, handling sales and marketing, while Wilk has oper ations experience in the automotive industry.

A prime location

Given Orangetheory’s popularity, with a presence in 27 countries since opening its doors in 2012, the partners had to wait for a location to become available. Eventu ally, they secured their site in Vancouver’s River District in May 2019. “When one of these Orangetheory locations became available, we looked at each other and said, ‘let’s jump on this,’” recalls Cannon.

Franchise Canada September | October 2022 83

ne of the best ways to get to know a brand is by being a customer first. Orangetheory Fitness franchisees Stephen Wilk and Dave Cannon took that a step further: they actually met at an Orangetheory gym in Surrey, B.C., where they worked out for about four-and-a-half years.

Aside from the consistency of the workout, which fea tures a 20-minute rotation of work on treadmills, rowing machines, and strength training throughout the hour, the franchisees also appreciated the brand’s growth and visibility, and the consistency of its workouts across the world. “Whether you’re in London, Shanghai, or Den mark, that’s the concept. So, there’s a huge community feel to it,” says Wilk.

“We signed our lease in December [2019] and didn’t take possession of our studio until October of 2020. So, we really got to see it from an empty cavity, through hir ing the contractors, through all the suppliers and ven dors, and then the build process,” says Wilk. Orangethe ory supplied the construction team and Cannon and Wilk were very involved in the space layout.

At the same time, the franchisees also began their training, which starts at the Orangetheory head office in Boca Raton, Florida. Upon returning to Canada, they worked closely with staff based at the Canadian head office in Edmonton. From February to October 2020, they received weekly coaching from the national presales manager, who works with studios that are under construction. After opening their doors, they received instruction from the franchise business consultant, who provided 12 weeks of weekly calls with feedback on what they should expect throughout the opening process. They then transitioned to bi-weekly calls that focus on operations and marketing.

The franchise also provides training support online for both owners and staff through its Orangetheory Uni versity. “The training in Florida created a great base, and then, on an ongoing basis, and pivoting during this little

THE FIRST YEAR

When they opened the second time, they were in their studio, but had to pivot. “We reopened, but under a dif ferent format, which is not what Orangetheory is—it’s group fitness training,” says Cannon. “People came in to use our equipment, but we weren’t allowed to instruct any of our classes. That really was challenging, because it’s not our model.”

As a final piece of advice, Cannon and Wilk say that active ownership is key. “It’s not a business that you can do off the side of your desk,” says Cannon. “The most suc cessful studios are the franchisees that are engaged, both in the studio and learning all the operational aspects.”

The franchise remained closed until mid-June, came back in July, then went through the final three months of its sales process in a courtyard outside, where Cannon and Wilk played music, provided sample equipment for customers to try, and gave them a peek inside the studio. They followed up with a VIP party for new members, and an official grand opening on October 10. It appeared their shutdown woes were behind them until the pandemic led them to cease operations again, on November 7.

and going throughout those different months.”

Rolling with the punches

“Our first day of business, I can vividly remember: Feb ruary 17, 2020,” says Wilk. “We had nine days to get our team together, and on February 29—it was a leap year— we had our first kickoff party with founding member rates available on a one-day-only basis. We had an unbe lievable turnout. So, February 17 is when we first met the team, we trained for nine days, February 29 we had our kickoff party, and March 16 is when we closed our doors with the pandemic.”

Today, the business is thriving despite the delays, with 15 staff members, including six coaches and nine sales associates, who mostly work part-time. Cannon and Wilk are appreciative of the tools and systems provided by head office, which help them concentrate on expanding their own business. “It just allows us to focus more on our business, on growing the membership and growing our staff, rather than putting operational things in place and building systems. Plus, they’re always tinkering with the systems and growing on that side,” says Wilk.

Wilk agrees. “I think our success as a studio comes from having boots on the ground. Dave and I were the ones that were out in the courtyard at the kickoff party, making friends and meeting members of the commu nity,” he says. Learn more at LookforaFranchise.ca

But the new format remained the standard until June 2021, when they could reopen properly. “Since we’ve been back to our format, [we’re] gradually getting our members back who are comfortable loosening the restrictions, and [we’re] working on trying to retain our staff after coming

84 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online THE FIRST YEAR

pandemic, the Canadian office has been a great support as we navigate this unique storm,” says Cannon. Unfortunately, the pandemic was a big part of the story for Cannon and Wilk from day one.

In terms of recommendations for potential franchi sees, Wilk and Cannon agree their success has been dependent on taking the time to find a great location, and then paying attention to hiring. It’s also important to keep an eye on the numbers, watch expenses, and find strategies to drive revenue. “It’s a sales-driven busi ness,” says Cannon. “You’re constantly looking at mar keting and engaging new members, and the success is in retaining those members, in customer relationships.”

“A big transformation is the rebranding of products that we offer so we reflect the tastes and changes in con sumer habits of our customers,” says Vukovich.

How franchisees and store overhauls keep M&M fresh (and frozen) in customers’ minds

Today, M&M Food Market maintains 315 storefront locations and 2,600 express locations within retail stores across the country. Although the look and name have changed, the goal of providing restaurant-quality meats and dishes has stayed the same—in fact, they’ve expanded their offering to keep up with changing times.

Franchise Canada September | October 2022 85

M&M Food Market began as a family-owned operation in Kitchener, Ontario in 1980. M&M Meat Shops, as they were previously known, offered butcher-style service, as an alternative to pre-packaged, grocery quality meats.

The brand also consistently rolls out new products to align with changing tastes and ingredient guidelines, courtesy of the food innovation team that experiments to keep the products fresh.

here’s a timeless adage about the nature of life and business: the only constant is change. It’s a line that Dan Vukovich, the senior vice presi dent, international development, legal & fran chising for M&M Food Market, leans on when explaining the brand’s development from a traditional meat locker into a forward-thinking franchise operation. “We’ve evolved so much and really accelerated the changes over the last number of years,” says Vukovich.

Franchisee focus

BY DANIEL MCINTOSH

ICONIC BRAND

THE EVOLUTIONM&M

“I don’t want to jump the gun, but every year we have new offerings coming in, and we’re pretty excited about it,” says Vukovich. “So, the next launch of our products will be in the fall and will be focused principally around the holidays.”

Although frozen goods and convenience are still the core pillars of the business, everything from the packaging to the shopping experience has changed in the brand’s 40-year lifespan. For example, the menu is constantly evolving to cater to customers’ increased focus on nutri tion. “We’ve worked very hard on eliminating artificial flavours, colours, and sweeteners from our menu, and introducing sustainable seafood options to reflect con sumer preferences,” says Vukovich.

To keep new M&M products top of mind for consumers, Vukovich relies on the brand’s partners to effectively promote and roll out new marketing in-store, as franchi sees are actively involved in their communities and have a strong understanding of their customers’ needs. “Fran chisees give the organization roots in the communities

Delicious developments

With growth on the horizon, the founders of M&M turned to franchising as the mechanism to carry out the growth of their modernized butcher shop concept.

The shopping experience has also undergone signifi cant changes. The company did away with the counter service, where employees showed and sourced selec tions from a store freezer. Instead, M&M Food Market stores now rely on a personalized, one-on-one shopping experience, “where you can get assistance when you want it and are able to shop at your convenience.”

M&M has also redeveloped the training for incoming franchisees. It begins with a two-week virtual program, followed by a week in-store, assisted by a corporate team member. They also make use of the cloud-based training platform, which provides daily, actionable insights that can be immediately implemented in-store.

ICONIC BRAND

The Express locations, stationed within the freezer section of partner retail locations, also help to position the brand in front of communities without a traditional store. “It’s given us a strong presence in communities and has really helped with building and reinforcing the brand across the country,” says Vukovich. Delivery and a new online shopping platform round out their methods for meeting customers where they are.

Among the other changes were those implemented in response to COVID-19 measures. Vukovich says that even though he was pleased to be deemed an essential service—being in the grocery sector—there wasn’t a play book for handling COVID. Beyond implementing new sani tation requirements, M&M doubled down on pre-existing delivery options and focused on internal communications between head office, franchise locations, and consumers.

Despite nearly two decades in service with M&M, they note that their partnership training introduced them to tools that they still use today. “The onboard learning program that we use as a company has the tools we need for our businesses and is incredibly useful on a daily basis. If it’s not there, then the training team at head office is there to help the franchise partners.”

For franchisees like Heidi and Terry Kugler, M&M presented “the perfect job” for the young family when they started as meal advisors 19 years ago. When their Spruce Grove, Alberta location was up for sale, they jumped at the opportunity to become partners. Now, the Kuglers say the franchise system allows them to reap the rewards of owning a small business.

The brand also invested in an e-commerce platform in 2021, which allows customers to prepare orders online and franchisees to provide curbside pickup.

Shoppers who were stuck at home during the COVID crisis stocked up on frozen food, resulting in supply con cerns. Vukovich says the corporate team strengthened relationships with suppliers to make sure that products were available where they were needed. “We were adapt ing and innovating on the fly, too, just to make sure that we continued with the quality, products, and service that consumers were expecting.”

in which we’re expanding into,” he notes. “In our case, with M&M being a family-oriented company, many of our franchise partners are family-owned and operated.”

Investing in success

Assman says their frozen supply created a silver lin ing during the COVID crisis. “Our struggle was to keep up with the demand, as consumers realized that quality frozen food was a good alternative, as they could limit their potential exposure to COVID by buying frozen food which doesn’t spoil.”

Grant Assman, who frequented M&M as a customer before becoming a franchisee in Mississauga, Ontario’s Erin Mills neighbourhood, says the revamped store aes thetic and product line impacted consumer awareness, increasing in-store traffic and margins at his location. “The investment that [M&M] made in the rebranding had a major impact on store profitability,” he explains.

86 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

To keep franchisees up to date on all relevant informa tion, including new products, internal expertise teams guide in-class and on-site training for new franchisees. Field area managers guide franchise partners and team members on a day-to-day basis.

For successful franchisees like Heidi Kugler, nothing compares to the feeling of building something of your own, with a strong brand behind you. “Every day I walk across the parking lot and look at the M&M sign, I have to remind myself that it’s ours,” she explains. “I get to watch it grow with hard work and determination.”

Franchise Canada September | October 2022 87 ICONIC BRAND

As for prospective franchisees, M&M seeks a pas sion for the social interaction that goes into building relationships with customers. “Based on the roots that we had, and the way the brand was developed, we’re looking for franchisees who have community commit ment in their DNA,” says Vukovich. “We typically have locations that have deep and long-standing roots within the community, and we look to develop that as one of our brand strategies.”

concludes with a reminder of that very sup port system that’s made M&M a name brand. “With all the tools that we have available within the franchise sys tem that we’ve developed over 40 years, and the work that we’ve done with numerous franchise partners, we want to minimize the challenges,” he says. “It just really comes down to individuals wanting to engage with their customers and love what they do and working within the system to achieve success.”

Jake and Jessica Dyck, franchise partners from Leam ington, Ontario, note how interactions with the corpo rate team keep them informed throughout their daily operations, which was a definite asset as they faced sup ply concerns. “We have bi-weekly conference calls as a group with our area manager and our franchise advisory council representative to ensure we are operating at the best level possible,” Jessica explains. “Need help with a specific topic? We have experts in all areas that are an email or phone call away.”

Learn more at LookforaFranchise.ca

Assman adds that passion for the business of food is a great asset. “Although it’s a franchise, you’ll be a small business owner, so be prepared to invest time in your business to make it successful,” he says. “Also, your employees are the face of your business. Ensure that you invest in great staff and allow customers to develop trust andVukovichloyalty.”

Assman is also the president of M&M Food Market’s franchise advisory council, and he sees issues raised by individual franchisees addressed by the corporate team in real time. “The support that the franchisor provides the franchise body is a definite benefit of the M&M sys tem,” he says. “That support comes in many forms, not just support from the area manager, but in development of new products for consumers, understanding con sumer trends and needs, marketing, human resource issues, and IT.”

AT FRANCHISE.ORG

Unleash your potential as a franchise business owner. At the International Franchise Association’s website, franchise.org, you can search, select and compare thousands of franchise businesses by industry, investment level and keywords. Check it out today and be in business for yourself, but not by yourself.

FIND YOUR FRANCHISE

have access to cutting-edge technology and proven marketing solutions, as well as industry-tested systems and processes. The brand is well-established and trusted by investors to protect their rental properties. This system provides comprehensive training and access to a network of like-minded entrepreneurs, as well as industry experts that can provide insight to franchisees on all aspects of the business.

ButterChick’s unique concept uses a “no-chef” operating model that ensures high-quality, consistent dishes without the need for highly skilled kitchen labour. This model also makes the brand pandemic-resistant and delivery-friendly. Franchisees with ButterChick receive comprehensive instore training in food preparation, management, business, recruiting, and customer service. Franchisees also benefit from a vertically integrated supply chain, marketing, and help with real estate and/or construction.

Real Property Management

The rental housing industry is an essential service that is growing in the Canadian market each year, and Real Property Management is leading the way with more than 35 years of experience in North America. This rental property management brand has a vision to lead and redefine the Franchiseesindustry.withReal Property Management

A Buyer’s Choice Home Inspections

Learn more at LookforaFranchise.ca

SHOW ME THE MONEY

Mattress by Appointment

More than 100 years of combined experience backs the Mattress by Appointment brand, which boasts a network of highly experienced industry experts. The unique by-appointment model (made online and by phone) helps customers find a quality mattress while allowing franchisees to set their own hours rather than waiting for customers to walk in the door.

Franchisees with A Buyer’s Choice are guaranteed to remain on the industry’s leading edge, with comprehensive and up-to-date training provided by the franchisor. Franchisees have access to the latest technology—from infrared cameras to an advanced report program—a proven marketing system, and regional and national partnerships with services like mortgage and insurance companies that ensure a reliable flow of referral business.

Franchise Canada September | October 2022 89

Franchisees rest easy with the flexibility to set their own schedule and participate in a low-cost, high-income business model. In addition to an extensive training program, with more than 500 locations in North America, the brand’s network of franchisees are able to connect, share best practices, and help guide one another to success. Franchisees with the brand also have exclusive and protected territory rights and pay no franchise fees, royalties, or training costs.

This home inspection brand partners with realtors, homeowners, and home-buyers to provide dependable home inspection services. The successful, tried-and-true business model has made A Buyer’s Choice an industry leader. With 139 franchise units in Canada, it is a wellestablished and trusted brand.

Founded in 2017, ButterChick is a QSR/fast casual concept that serves meals inspired by Indian street food, with a menu of curries, snacks, fusion food items, drinks, and desserts. The brand was founded by the family behind KFI, Canada’s top producer of retail Indian sauces and chutneys, when they saw a gap in the QSR market for quality Indian cuisine served quickly.

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 under $50K.

4 FRANCHISES FOR UNDER $50K

ButterChick

Learn more at LookforaFranchise.ca

Since its founding in 2009, the brand has expanded to the United Arab Emirates, with even more locations slated to launch in the Middle East. More than 500 res taurants are planned for traditional and non-traditional locations like airports, zoos, and amusement parks. Cun ningham says he’s focused on bringing the “Psycho Cir cus” to every city and country in the world!

90 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

cross-country celebration of the “artery-clogging good ness” Smoke’s Poutinerie brings to the table. Cunning ham says the “intensive, high-energy event brought the Smoke’s Poutinerie Rock N Roll Gravy Train to city stops along the route, showing those locations, their commu nities, and our fans that we’re much more than fries, cheese curd, and gravy!”

Here, Cunningham takes us through the brand’s plans for GLOBAL DOMINATION, and his dreams and family goals, while reminding us of the importance of family and working to live, rather than living to work.

Mark Cunningham of Smoke’s Poutinerie offers a glimpse into the art of balancing family time with the brand’s plans for GLOBAL DOMINATION!

t’s hard to miss the bold, in-your-face marketing and branding Smoke’s Poutinerie serves up! From the mysterious face of Smoke dotting their ads, to the signature red & black plaid that has become syn onymous with the brand. “Smoke’s Poutinerie has taken the iconic Canadian dish and transformed poutine into so much more than fries, cheese curd, and gravy; it’s a whole new food category complete with unlimited varia tions of topping ingredients to choose from,” says Mark Cunningham.Asthebrand’s global chief operations officer, Cun ningham leads the development and growth of the Smoke’s Poutinerie franchise model. The Ajax, Ontariobased company has made a name for itself through dis ruptive social media campaigns and epic brand activa tions like the “Smoke’s Poutinerie World Famous Great Canadian Cross-Country Plaid Gravy Train Fries Curd & Gravy Weird Wild Wacky Poutine Eating Tour 2022,” a

ALL ABOARD THE GRAVYROCKPOUTINERIESMOKE’SN’ROLLTRAIN!

FRANCHISE FUN

A good franchisee…

Travel and see the world. It’s big and you’ll meet some great people along the way.

To spend as much time with my family and enjoy every day with them. My daughter wants to go to Paris, France and I’m looking forward to seeing that and the world through her eyes.

Listens well to their franchise operators, customers, fans, and head office team to drive the company and Brand in the same direction together.

The person who has had the most positive influence on me as a businessperson is… Ryan Smolkin. He represents the Brand every single day with electric energy; he is a great leader and friend.

My favourite drink is…

A good franchisor…

My top advice for new franchisors is…

After many years in restaurant operations and being asked to travel to Dubai, United Arab Emirates to open a Second Cup café that took over a year to set up, build and ship product to. I then moved onto another country (Kuwait) two months later to open their first Second Cup. That was the start of a 12-country development in six years, travelling and visiting another 20 countries around the world for additional new developments. During that time, I also supported Canadian operations and development, and started focusing on nontraditional restaurants and

The accomplishment I look forward to the most is…

Turning off the laptop for the last time and looking ahead to retirement and spending lots of time with my wife and daughter.

Set a development plan and take your time with franchise leads. Train them well, support them, and provide leadership. Build a strong Franchise support team.

The most positive influence on my life as a person is… My father, who always had a smile on his face every day and loved meeting new people. Plus, two great business leaders I worked for over the years: Alton McEwen and Bruce Elliot.

The key to success is… Working hard, teaching and coaching the people around you to grow in their roles and driving for results.

Canadian franchising is… Growing. There is a long runway ahead to grow. Everything you touch will one day be franchised.

A nice cold pint of Guinness from St. James’s Gate, Dublin, Ireland.

growing the U.S. market. I look back to those days of travelling more than 120+ days a year with a smile. I am stronger today from all my years working in different countries.

I decided to build a 22’ by 25’ garden shed on my property as a summer project. It was lots of fun and lots of work. I hope to have it wrapped up by the end of August. It’s always nice to plan and build something that you will use for years to come.

My franchise interest began because…

The hardest thing for me to do is… Disconnect from work and only focus on down time.

One necessary item on my life’s “to do” list is…

My personal motto is… Enjoy the ride of life and have fun every day.

My top advice for prospective franchisees is…

We’re only here for a short time. Enjoy life, family, and friends.

The most interesting thing I’ve done recently is…

One of the most enjoyable things to do is…

If I could meet anyone… It would be golfer Rory McIlroy and playing Royal County Down golf club with him.

Learn more at LookforaFranchise.ca

A nice guy who is always there when needed.

In its best form, work is… Having fun, meeting new people, and finding great franchise operators for Smoke’s Poutinerie development that grow into great Business owners for the Brand.

Franchise Canada September | October 2022 91 FRANCHISE FUN

Is focused, driven, and a people person who can deliver the Brand’s Signature Entertainment! We are an Entertainment Company that happens to sell Poutine!

To take your time in the process, ask a lot of questions, and roll up your sleeves to see how it’s done right. Enjoy the training experience and get ready for a wild ride on our Gravy Train!

I’d like my friends to describe me as…

If I could change one thing… I would enjoy more of life, as I missed a lot in the past rushing to get to the next project.

The most important thing in life is…

Where do territory rights begin and end in my franchise?

AINTHEVASTMAJORITY

The first question that should be considered by a franchisee is whether the territory rights are sufficient for the type of franchised business they are acquiring. The scope of territory rights that a franchisor will offer to a franchisee will vary depending on a number of fac tors. Let’s use food service franchises as an example.

A franchisee of a full-service dining restaurant will often be granted some form of protected radius, which is a geographical area around the franchise where the fran chisor will not open a restaurant that operates under the same name and system. The size of this protected radius depends on many factors, including whether the franchised restaurant is located in a large metropolitan area or a smaller town or suburb.

of franchise relationships, the franchisor will grant some type of territory rights to the franchisee. These territory rights may be limited so the franchisee only obtains the right to operate their busi ness from a specific location. In other circumstances, a franchisor may grant broad territory rights to a fran chisee, including the exclusive right to operate the fran chised business in a specific geographic territory. No matter what type of franchised business a franchisee is considering, close consideration of the territory rights being granted is a must.

On the other hand, a fast food franchise that operates from a brick-and-mortar location will typically involve very limited territory rights, if any at all. Often a fast food franchisee will simply operate the franchised business only from the location identified in the franchise agree ment and there will be no territory or protected radius rights granted by the franchisor.

1. sell the same or similar products or services on the internet, or through other channels of distribution such as catalogues, vending machines, or super markets;

From a franchisee’s perspective, the major question in deciding whether a protected radius is needed, and its size, is if they believe that having another franchise of the same type operating in close proximity to their franchise would have any significant negative impact on theirFranchisedbusiness.

92 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online Q ASK A LEGAL EXPERT

only franchisee of the system who can operate a fran chised business in the territory, or non-exclusive, mean ing that other franchisees of the system can also provide services in the territory. In addition, a franchisee must consider whether the territory is large enough and con tains enough potential customers of the system in order to beThesuccessful.secondquestion that franchisees should con sider is what exceptions there are to any territory rights that have been granted. Most franchise agreements that contain any sort of territory protection rights also con tain a list of exceptions that often give the franchisor the right to:

Blair A. Rebane Partner and National Leader Borden Ladner Gervais LLP (604) Brebane@blg.com640-4130

No matter the type of franchise one is consider ing, the nature of the territory rights being granted is always a significant issue. Franchisees need to carefully review the franchise documents, with the assistance of legal advice, to determine if the scope of the territory rights being granted makes sense for their business, and decide if they are able to accept any exceptions to those rights.

2. establish franchised or corporately-owned units from non-traditional venues such as sports and en tertainment facilities, airports, transit stations, and government buildings like hospitals and universities;

businesses that have no physical loca tion, such as home-based or mobile businesses, most typically involve the granting of some form of trading territory to the franchisee. These types of service-based franchisees are typically granted the right to operate the franchised business within a specific geographic terri tory identified in the franchise agreement. Often, these are fairly large areas identified in the franchise agree ment by a map or a reference to postal codes.

3. offer the same or similar products or services to national account customers, typically customers who have locations both inside and outside of the territory being granted to the franchisee.

In these circumstances, there are a number of issues that a franchisee needs to consider, including whether the territory rights are exclusive, meaning they are the

BUSINESS IS TOUGH. With so much competition, thin margins, and uncertainty throughout the supply chain today, fast casual and quick service restaurants (QSR) must do everything they can to get the most out of each guest. Like any retail busi ness, driving traffic to your restaurant is critical. Increas ing the average sale from guests is equally as important. This is where digital menu boards can help your busi ness

Whensales.used

Investing in the right digital menu board platform empowers you to run your restaurants more efficiently and effectively. Some platforms connect to your pointof-sale system, so pricing and product updates are

Alex Walderman Director of Business Development

These are just some of the benefits of digital menu boards and examples of how digital signage can help drive traffic and increase sales. Making the most of every touchpoint with your guests and measuring the impact it makes on your business is essential in helping your restaurant thrive.

ATHERESTAURANT

Why should I use digital signage in my quick service or fast casual restaurant?

effectively, digital menu boards lead to a three-to-five per cent sales increase on average, compared to print menus. For a restaurant that gener ates one million dollars in revenue, that’s a $30,000 to $50,000 lift. Restaurants with digital menu boards also receive higher satisfaction scores from guests, a 35 per cent perceived reduction in wait time, and a 33 per cent increase in repeat visits. Digital menu boards allow QSRs to increase profits for minimal additional costs.

As a franchisee, you have a lot to manage. Staff, ingre dients, supply chains, point-of-sale systems, and more. Adding another technology element to your operation may seem daunting, but it doesn’t have to be. You can find a reliable company to partner with and take this load off your plate.

Avida alex.walderman@avida.ca

If you need to drive more traffic to your restaurant, there are other smart marketing tools you should con sider. Outdoor-facing digital signage in your storefront window is one impactful way to capture the attention of people passing by. Dynamic video content drives atten tion and builds appetite appeal more effectively than a static poster. Consider trying this at your sites and see how it increases your traffic count.

Put yourself in their shoes. You’re standing at the QSR counter, stomach rumbling. You scan the menu for something tasty. Suddenly, the menu boards’ screens are taken over by cheese stretching from a hot slice of pizza as it’s pulled from a pepperoni pie. A cup of creamy ranch dressing and an ice-cold drink roll into frame. A bubble pops onto the screen next to the meal, offering “The Perfect Pizza Combo – Only $5.99.”

automatically reflected on your menu boards. This is even possible on a site-by-site basis, so each store’s menu can reflect what’s in stock, sold out, or on sale at that specific Promotinglocation.theright items at the right time becomes easier with digital menu boards, too. You can set your menus to automatically trigger relevant promotional content to your menu boards in real time based on a guest’s order. For example, when a clerk enters an order for a cheeseburger, a refreshing ice cream sundae ad instantly pops up on your promotional menu board screen with a message enticing the guest to add dessert to her combo.

Now compare that scene to one with a static print menu. Which menu do you think would entice her to order the $5.99 combo rather than the $2.99 slice? Of course, the mouth-watering video footage. The appetite appeal gained from digital menu boards leads to higher average

Didthrive.you know that 70 per cent of purchase deci sions at QSRs are made at the checkout counter? This provides franchisees with an opportunity to influence guests as they decide what to order. Some retail indus try experts refer to this as the “moment of truth”—the precise moment when a guest is in position to buy. In this moment, the guest looks to the menu board for inspira tion on what to eat.

Franchise Canada September | October 2022 93 Q ASK A RETAIL EXPERIENCE EXPERT

• You upgrade your location and equipment to the cur rent standards, specifications, and/or image

Be sure to give the appropriate notice of your desire to renew. If you forget and miss the deadline, the franchi sor may assume that you’re not intending to renew and find another franchisee to take over the location at the end of your term.

As part of the renewal process, you may be provided with a disclosure document if you’re located in British Columbia, Alberta, Manitoba, Ontario, New Brunswick, or Prince Edward Island. Provincial regulations in gen eral state that a renewal is exempt from requiring disclo sure if there has been no interruption in the operation of the business, unless there has been a material change. The fact that you’re being required to sign a new fran chise agreement that may be different could be consid ered a material change. Franchisors are wise to lean on the side of caution and provide full disclosure.

At the end of the term, you typically have an option to renew. The option is usually your choice, provided that you meet the renewal conditions. Such conditions might

• You’ve notified the franchisor of your desire to renew (typically six months prior to the end of the term)

• You sign a current franchise agreement, which may or may not have terms and conditions that are substan tially different from the original agreement

Upon renewal, be aware that the new franchise agreement may be substantially different from the orig inal. The franchisor may increase the royalty or other financial commitments, thus changing the financial returns of the business. This is common if it was a new franchisor and you were one of the first franchisees. For established franchisors, however, the financial terms typically remain the same and instead the revi sions in the agreement reflect changes in law to more fully protect the franchisor and system-wide interests. There may also be changes to reflect new technology or adjustments to territories to reflect changes in popula tion and demographics.

TERM OF AGREEMENT AND RENEWALS

They come to an end. That’s the nature of a licensing relationship. A licence has a beginning and an end. You aren’t buying the right to use the brand, but instead leas ing it, like the lease of a commercial space. At the end of the term, you have the ability to renew the agreement for a further term, or you can end the relationship.

The length of the term will vary. Often the term is five or 10 years, and sometimes it’s as long as 15 to 20 years. The length of the term is outlined in the franchise agreement. It will often coincide with the length of your lease. The length is dependent upon the total invest ment amount. If you’ve invested over $1 million, you’ll typically require a longer term than, say, if you invested $100,000. The term should be long enough to pay off your business loans and get a return on your investment.

The length of the renewal term is often the same as the original term, but is sometimes shorter. Some fran chises allow unlimited renewals, while other franchises only permit one renewal term. Each franchise is different and you need to read the terms of your franchise agree ment to get clarity.

• You sign a general release regarding the expiring license agreement

ALL FRANCHISE AGREEMENTS HAVE A FIXED TERM.

94 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online FRANCHISE TUTORIAL (Continued on page 96) TUTORIAL 15: THE FUNDAMENTALS OF FRANCHISING

•include:You’re in good standing and in compliance under the terms of the existing franchise agreement

• You pay a renewal fee

• You’ve secured a lease on the location

• You and your staff complete renewal training

It makes sense for the franchisor to encourage renew als and keep costs to renew low. The alternative is to spend a lot of time, effort, and money on finding new franchisees, finding new locations, and training the new franchisee. There is the potential loss of goodwill result ing from customers who had built relationships with the local franchisee operator, not to mention the strained relationships with remaining franchisees who see their fellow franchisees leaving the system.

while maintaining uniformity and consistency over time. Franchisors will often involve the franchisees and allow them to provide input on the changes through a franchi see advisory council or committee. Examples of changes that might be required could be as simple as repainting the walls and replacing carpet with new colours. The colours that were in fashion in the ‘80s may look very out of date today. There may be strategic changes as well.

Franchise Canada September | October 2022 95 FRANCHISE TUTORIAL TUTORIAL 16: THE FUNDAMENTALS OF FRANCHISING

Upon renewal, there will typically be a requirement to upgrade and/or modernize. This may include changes to the branding elements, equipment and technology, and/ or remodelling the physical premises of your location. This requirement is found in your franchise agreement. If your agreement has a longer term, it may require that changes be made during the term as well, not just at the time of renewal. Franchisors will provide a reasonable amount of time to make the changes, but will often not renew your agreement unless the changes are made.

All of these changes are at a cost, ranging from a few hundred dollars, to hundreds of thousands of dollars. Some franchisors will offer financial assistance to facili tate these changes. Some franchise agreements will set a cap as to the cost of these changes, but it’s very diffi cult for franchisors to forecast what the changes and the applicable costs will be five to 10 years into the future. As a result, the franchise agreement will speak of required upgrades in general terms.

Another cost that may be incurred at time of renewal is training to upgrade the franchisee and staff. If there’s new equipment, your employees will need to be trained on the new equipment and processes. You’ll need to cover costs of your staff as they go through the training, as well as paying the travel, accommodation, and meals for the trainer to come to you or, alternatively, for you to go to head office.

The costs of renewal will be defined in your franchise agreement. Costs will vary from zero to a few hundred dollars to a percentage of the current franchise fee or, potentially, to the amount of the initial franchise fee. How much the franchisor will charge reflects their attitudes and market conditions. A low fee that basically covers the administrative costs communicates that the franchisor values its franchisees and retaining these relationships. A high renewal fee communicates that the franchisor places a high value on the brand. They know that if you don’t want to renew, they have other prospective franchisees who will gladly assume the franchise. The renewal fee represents the opportunity cost lost by not awarding it to someone else. With many franchisors, the fee is typi cally somewhere in the middle, representing both of these attitudes. On average, the renewal fee is between $3,000 and $5,000, paid in full at the time of entering into a new franchise agreement for the renewal term.

WHEN IT COMES TIME TO RENEW your franchise agreement, there will typically be some costs in the form of a renewal fee and redesign or remodelling costs. You’ll want to plan for these costs and be prepared financially when it comes time to renew your franchise agreement for a new term.

Drive-ins were popular in the ‘50s, whereas today it’s the drive-thru. Or there may be menu changes. Adding pizza to the menu would require pizza ovens and other modifications to the kitchen.

RENEWAL FEES AND REDESIGN COSTS

Changes in the system are required in order for the brand to evolve, develop, and remain competitive. Clauses requiring change allow the system to evolve,

Before you renew your agreement, have a full under standing of what the total costs are going to be and ensure that you have access to the funds required. Your franchisor will assist you. You’ll want to ensure that you have sufficient time in the renewal term to get a return on your new investment. Successful franchisors will be sensitive to this fact, while at the same time balancing this against the need to keep the brand current and con temporary. It’s in the best interests of the brand and the system as a whole.

a) True b) False

1. The length of the Term of Agreement is always 10 years. True or False?

AnswerKey:1)b2)c3)a4)d

d) varies depending on the franchisor and market conditions

a) True b) False

FRANCHISE TUTORIAL (Continued from page 94)

4. If you choose not to renew your franchise agreement:

AnswerKey:1)d2)a3)d4)a

1. Renewing your franchise agreement might require updates to: a) branding elements b) equipment and technology c) the physical premises of your location d) all of the above

a) the franchisor has the right to issue the franchise to someone else b) you give up your rights to use the brand and operating system c) you may not be able to continue to operate the same business independently d) all of the above

TUTORIAL 15

AnswerKey:1)c2)d3)a4)b

3. Upon renewal, your new franchise agreement may be substantially different from the original. True or False?

a) True b) False

2. Some franchisors offer assistance or set a cap for the cost of these changes. True or False? a) True b) False

2. You should give notice of your intent to renew your franchise agreement: a) immediately after signing your initial agreement b) after the term of your initial agreement has expired c) at least six months prior to the end of your term

TUTORIAL 16

a) is always a few hundred dollars b) is always the same amount as the initial franchise fee c) is always a percentage of the current franchise fee

4. You and your staff might have to upgrade your training when you renew your franchise agreement. True or False?

STUDY QUESTIONS

If you choose not to renew the franchise agreement, the franchisor has the right to issue the franchise to someone else. You would be giving up your rights to use the brand and operating system of the franchise. Most franchise agreements have a non-competition clause that would prevent you from continuing to operate the same business independently. You would have to go into another line of business, but, after 10 years, you may be ready for a change. In many cases, however, if you’re looking for an exit strategy, you would be better off finan cially to renew the franchise agreement and sell the fran chise assets to a new party and transfer the licence. This allows you to get a greater return on your investment or, in some cases, minimize your losses.

96 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

3. The cost associated with renewing your franchise agreement:

Be sure to read and fully understand your franchise agreement with regards to the term and renewal. Have a franchise lawyer review the new agreement and assist you in getting clarity as to your new obligations, which may be substantially different from the ones you had previously. A good understanding of the terms of your new franchise agreement will allow you to better plan your business and your personal future.

required)

Franchise Fee: $69,011

JOIN A $6 BILLION INDUSTRY

In Business Since: 2011

CFA Member Since: 2021

• A robust model – COBS Bread is built on providing exceptional product, friendly service and a welcoming environment for all customers

• No initial franchising fee for new bakeries

2015 Recipient

Investment Required: Inquire

•

CFA Award of Excellence in Franchising, Silver Award Winner

2011–2022 Recipient

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, for winery/brewery tours, non-emergent medical transport, and weddings in mid-sized commercial shuttle vehicles.

CFA Franchisees’ Choice Designation

fee (included

Franchise Units in Canada: 1

• Flexible nancing options

•

www.dekalash.ca

FRANCHISE WITH AN ESSENTIAL BUSINESS

• A trusted brand – Nearly 700 locations worldwide and 35+ years’ experience franchising

•

Comprehensive training program

•

• Community focused – All bakeries donate to hundreds of local schools, groups and charities across Canada

Awards

Contact the COBS Bread Franchising Team E franchise@cobsbread.com

•

W www.cobsbread.com/franchising

Innovative technology platform

•

• $20K - $30K franchise in the total capital

CFA Award of Excellence in Franchising, Bronze Award Winner

Contact franchise@driverseatinc.comwww.driverseatinc.com/franchise

We are an international retail beauty company that specializes in eyelash extension services and products in our upscale studios. We have a goal of making you look and feel your best. Eyelashes are one of the easiest things to improve a customer’s overall con dence and beauty.

We are a world-class franchisor with a commitment to quality, having more than 7,100 stores in more than 29 countries. DQ Grill & Chill ® offers a variety of soft-serve treats along with a full line of hamburgers, hotdogs, chicken and salads. As an ongoing expansion program, we are presently accepting applications for DQ ® franchises across Canada. Candidates must have business acumen, superior people skills and desire to work with a proven franchise system. A DQ Grill & Chill ® has a total investment of approximately $800,000 - $1,200,000 or more. The candidate must have a minimum of $400,000 cash available. A DQ ® Treat location can be in major shopping malls or as a free-standing unit. The total investment for a retail store is between $300,000$500,000 and up to $800,000 for a free-standing unit. Applicants must have a minimum of 40% project cost in cash to invest.

Award winning support • Home based

• Authenticity – COBS Bread operates with honesty and transparency

• Total capital required - $42K - $68K

Franchise Canada September | October 2022 97 MARKETPLACE

•

No need for inventory

www.dq.ca

Canadian owned and operated

$6 billion industry

Contact: Tammie Verna at tammie.verna@idq.com or 905.637.4741

2010 & 2012 Recipient

P 1 866 838 COBS (2627)

No capital real estate leases

Available Territories: All of Canada

• Ongoing operation & training support

• Marketing/advertising support

• Excellent return on investment capital

Franchising since: 2009

Phone: 1-888-597-7272

Request more information at www.esupplycanadafranchise.ca

In business since: 2007

• A highly recognized trademarked brand

Email: partner@famoso.ca (Western Canada) / jkang@famoso.ca (ON & Eastern Canada & International) www.famoso.ca

it to serve a great breakfast at great value with high quality ingredients each and every time. We are continuously working with a team of chefs to maintain a menu featuring latest culinary trends utilizing the freshest ingredients.

At Eggsmart, we are dedicated to building strong franchise relationships with people who have passion for fresh food industry and a drive to succeed. At over 45 locations country wide, Eggsmart continues to focus on growth.

Tariq Noqrashy, Director, Franchising & Real Estate Development (416) 688-9509 • www.eggsmart.catariq@chairmansbrands.com

Founded in 2019, eSupply Canada Ltd. is an Indigenous-owned online distributor of of ce, janitorial, and industrial supplies. With an ecommerce site that spans over 500,000 products, we provide our customers with unparalleled product breadth and depth, and ship to homes, communities, and places of business from coast to coast to coast. As an Indigenous company, we not only value but welcome diversity, and the principles we uphold sets us apart from our competition.

CFA member since: 2012

An upper tier quick-casual restaurant serving fresh, never frozen custom made Alberta Angus beef burgers and Buffalo’s™ World Famous Wings and Tenders, Fatburger is a recognized leader in the premium burger category. We are passionate about quality, food and service - and it shows! We offer an extensive menu and dynamic décor that brings food, fun and style together. Each meal is cooked to order using fresh ingredients and traditional cooking methods. The taste and quality of Fatburger has been inspiring erce customer loyalty since its inception in 1952. 65 locations across Canada and growing! For more franchise information, call us at 1-888-597-7272 or email franchise@fatburgercanada.com. For locations and more visit www.fatburgercanada.com.

• Extensive initial training

Franchise units in Canada: 31 Franchise fee: $45K

Investment required: $350K (full size), $200K (Fast Casual Pronto style)

Famoso Italian Pizzeria + Bar

Brilliant Eggsmart’sBreakfast!promise

Fatburger has been serving up the freshest, biggest, juiciest burgers for over 65 years. With restaurants in 37 countries, prospective franchisees bene t from investing in a concept with a proven track record. Prime ownership opportunities are available across Canada. We provide:

Available territories: All of Canada, US

Famoso Pronto, is an owner-operated fast, casual restaurant with Famoso’s same authentic Italian menu. This streamlined, compact size version offers a lower investment, in combination with quick table turns for an ef cient business model that maximizes pro t.

98 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online MARKETPLACE

Famoso is a premium casual full service Italian Pizzeria + Bar passionate about authentic Italian pizza making techniques, with many family sourced recipes. Famoso serves traditional Neapolitan pizza as well as Italian dishes, including tapas, pastas, sandwiches & entrees. All restaurants offer dine-in, take-out and delivery. A typical restaurant is 2,200–2,500 sq ft with a rustic modern décor.

Available territories: Opportunities nationwide CFA member since: 2008

Franchise Canada September | October 2022 99 MARKETPLACE

Hallmark is one of the world’s most recognized brand names and is known as an industry leader in its product development and merchandising innovation. Hallmark Canada’s Gold Crown network of stores represents its premiere retail destination of choice for greeting cards, personal expression products and gifts.

Email franchising@marybrowns.com and get started marybrownsfranchising.comtoday.

our comprehensive Franchisee support including Training, Operations, Financing and Marketing and you’ll see that Mary Brown’s is an exciting opportunity that you don’t want to miss.

Our food is exceptional and our numbers are impressive. In the last year alone, we experienced a remarkable 20% System Sales Growth and over 13% increase in Average Unit Count.

Welcome to the largest Canadian-owned quick serve chicken restaurant and one of the fastest-growing franchises in the country.

In business since: 1916

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.

Franchising since: 2001

Franchise units in Canada: 70

Email: franchisecanada@hallmark.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.

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.

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.

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.

Web: www.hallmark.ca

“When you care enough you can change the world”

Mamma’s Pizza

Investment required: Varies

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

Start-up capital required: Varies

Training: Yes

Mary Brown’s Chicken continues to expand across Canada with over 220+ stores now open. Projections are to reach 300 locations by the end of 2023. It’s a growth plan we’d love you to be part of!

Our genuine hospitality, 100% Canadian heritage and Crave Delicious menu keep our Guests coming back again and again. Our Chicken is fresh Canada Grade A, hand cut and hand breaded in-store. Our Taters are also handcrafted in-store from farm fresh Canadian potatoes. Even our Coleslaw is made fresh in-store! Our approach is time-proven, with 50+ years of success dating back to Add1969.tothat

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 www.mmfoodmarket.com/en/franchisingator call us at 1-800-461-0171.

Franchise fee: None

Phone: (800) 268-3230

Pizza Depot

www.pizzadepot.ca

Hallmark offers rst-class marketing support, exclusive training, customer-awareness bene ts and merchandising services to help build a business that our franchisees take pride in.

Founded in 2012, with 6 restaurants open and 3 in development, Piri Piri Rotisserie & Grill is destined for growth throughout Canada, a unique concept with minimum competition that has proven to work in practice.

To learn more and to connect with the NiceJob team, please visit https://nicejob.grsm.io/franchisecanada

To learn more about this franchise opportunity, visit: https://franchise.piri-piri.ca/

NiceJob is a reputation marketing platform designed to help franchise businesses get the reputation they deserve on sites like Google, Facebook and more. It’s the easiest way to boost your reviews, referrals and sales. NiceJob is proudly Canadian and used by over 15,000 small businesses. As a CFA member, you’ll receive 40% off your rst 3 months, as well as meaningful discounts for multi-location deals.

100 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online MARKETPLACE

Discover which of our franchise brands is right for you. Visit: go.nbly.com/CFA • Call today: 866-687-1106

PIRI PIRI Franchising Inc. is now on the look-out for “Partners in Growth”. Single unit, Area Development and Master franchise opportunities available. Restaurant operators and entrepreneurs are invited to come on board and join a winning concept with global potential!

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.

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 re ned its concept and successfully opened its rst suburban locations in Ottawa’s west end. With so much hype leading up to its opening, Maverick’s saw its highest single-location sales ever! With sales continuing on strong throughout the pandemic, Maverick’s is the next step in the evolution of what de nes a successful retail donut shop. Maverick’s Donuts is now at the forefront of incredible growth. With an experienced team of operations and franchise specialists, along with experienced trainers and support staff, we invite you to learn more about us to see if we are a t for your business www.mavericksdonuts.com/franchiseaspirations.

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 59+ 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.

Training: Before Opening

Pizzaville is a 100% Canadian owned and operated franchise chain of pizzerias, serving delicious stone-baked pizza and panzerotti to Southern Ontario communities since 1963, under the same ownership since 1979. Stone baking is the original and traditional way to bake pizza and it’s what makes our pizza special. With 86 locations (85 franchisees) and growing, the company is a recognized and dependable brand with a high standard for consistent quality product and rst-class customer service.

Franchise Units in Ontario: 85

Franchise Fee: $25K

Franchising information:

For more information or if you are interested in becoming a Pizzaville Franchisee, please email www.pizzaville.ca/page/franchising-infofranchising@pizzaville.ca

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.

Start-Up Capital Required: $200-$250K

Franchising Since: 1980

Support for rst 3 months of opening

Available: Locations in Ontario (4 new locations)

Grab Your Slice of Life!

Recipe Unlimited Corporation is Canada’s leading full service restaurant company. A nationally recognized franchisor of choice with more than 1,000 restaurants located in more than 300 communities across Canada, including international locations. Home to iconic brands; Swiss Chalet, Harvey’s, St.Hubert, The Keg, Montana’s, Kelseys, Bier Markt, East Side Mario’s, Landing Group, New York Fries, The Pickle Barrell, State and Main, Original Joe’s, The Burger’s Priest, Blanco Cantina, Anjeo, Fresh, and Ultimate

TORONTO BLUE JAYS™ bird head design and all related marks and designs are trademarks and or copyright of Rogers Blue Jays Baseball partnership, used under licence.

Business Founded: 1963

Franchise Canada September | October 2022 101 MARKETPLACE

RECIPEFRANCHISING.COMFRANCHISING@RECIPEUNLIMITED.COM905.760.2244Kitchens.EXT2255

Investment Required: $400-$600K (Includes FF)

Current Owners: 1979

••••www.pizzapizza.ca/franchisingfranchisinginfo@pizzapizza.caAcommitmenttoquality,freshness,customersatisfactionandinnovationSuperiormarketingandpromotionalsupportState-of-the-arttechnologyOngoingprofessionaldevelopment•Comprehensivetraining•Siteselection,leasenegotiationandprofessionalarchitecturaldesign•Knowledgeablesupportstaff•Administrativesystems•Wesupplytheingredients•Beyourownboss!

For more information on Franchise Opportunities please contact Meraj Jamal, Franchise Development Manager Phone: 416-439-0051 ext. 1016 Email: meraj@pizzanova.com

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:

Pizza Nova is the Of cial Pizza of the Toronto Blue Jays™, Toronto International Film Festival, and the CNE.

CFA Member: 2004

• On-going support programs provide the systems and programs your restaurant needs, including a Certi ed Kitchen Manager Training Program, server training, quarterly area meetings and regional District Managers.

Streamline your franchise payments with Telpay’s all-in-one comprehensive electronic payment solution, Telpay for Business. Reduce costs and improve payment work ow by replacing cheques and expensive wire transfers with electronic payments. Make payments to any Canadian and international suppliers, employee payroll direct deposit, government remittances, plus receive money with pre-authorized debits. Schedule a time to chat with us to learn more at sales@telpay.ca.

Call us at 1-888-597-7272 Email franchising@rickysr.com and ask for an information package. Check out our website: www.rickysfranchise.com We make restaurants work for you!

Snap-on® is a world leader in the design, manufacture and marketing of innovative, top-quality, value-added tools, software and services to the automotive, aviation, marine, RV, ATV, and related industries. Our unique network of more than 388 stores in Canada is a crucial link to our customers. As a Snap-on Franchisee you’ll take your well-merchandised “Mobile Store” to your customer’s place of business and provide personalized service and solutions associated with the world-renowned Snap-on brand.

Custom business software, franchise nancing and customer credit nancing is offered. No royalty or advertising fees apply. If you are ready to be your own boss and drive your own future, contact Snap-on today.

Snap-on Tools of Canada Ltd. 6500 Millcreek Drive, Mississauga, ON L5N 2W6

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 360 franchise locations across Canada (and continuing to grow), we have a proven track record of success!

RICKY’S ALL DAY GRILL is part of the Ricky’s Group of Family Style Restaurants with 80+ locations across Canada.

To learn more and book a demonstration, visit www.telpay.ca

• Integrated or separate lounge adds another pro t centre

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.

To learn more about Snap-on franchise opportunities, visit www.snaponfranchise.ca

ACROSS CANADA

102 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online MARKETPLACE

• Customized conversions of existing restaurants/locations

• Total investment is between $650,000 and $950,000, depending on location and model

Locations, North America: Over 5000 Locations in Canada: Over 360 Minimum cash investment: $100,000 Total cash investment: $186,000 to $207,500 plus working capital.

• Menu development team keeps the menus fresh, creative and interesting

PRIME LOCATIONS ARE AVAILABLE

Visit us at theupsstore.ca. We Print, Ship & More!

• In-house marketing team provides best-in-class promotions

François Le Page National Franchise Francois.LePage@snapon.comManager|514-583-7627

RICKY’S offers a variety of restaurant franchise options, all with stylized and comfortable décor and innovative breakfast, lunch and dinner menus.

• Hotel partnerships with customized designs available

For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.

As a TINT WORLD® franchise owner, you’ll enjoy the franchise corporate support in many areas of your franchise including continuous business consulting and operational support; plus, you’ll bene t from unmatched purchasing power, comprehensive marketing campaigns, promotional materials, email campaigns, digital and social media programs, web search engine optimization, and video production to promote business in your area.

TINT WORLD ® was founded in 1982 in south Florida and began franchising in 2007 and grew to over 100+ locations in the United States and Canada with a target to have 300 store locations open by 2025.

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.

For franchise info 888-629-8777www.tintworldfranchise.comcontact:

Discover all the benefits of CFA membership! Contact Lou Gervasi at 800-665-4232 ext. 243 or lgervasi@cfa.ca Learn more at cfa.ca/join Credibility Lead Generation Education Networking Advocacy Resources Are you franchising in Canada? Join Canada’s largest franchise community and we’ll grow your business together!

Want to Become a Part of the X-Golf Franchise Family?

TINT WORLD ® Automotive Styling Centers™ is America’s largest and fastest growing automotive accessories and window tinting franchise, specializing in window tinting, protective lms, vehicle wraps, audio and electronics, car and truck accessories, wheels and tires, detailing and ceramic coating, and installation services, and Mobile ServicesTM in marine, residential, and commercial window lm, protective coatings, and installation services.

Franchise Canada September | October 2022 103 MARKETPLACE

Visit XGolfCanada.com for More Information.

IN EVERY ISSUE:

AWARD-WINNING FRANCHISES:

HOSPITALITY FROM HOME:

• Franchise Tutorials

• Next Generation in Franchising

WHAT’S NEXT

NEW MEMBER FOCUS:

Travel franchises are starting to see more activity following a long period of Canadianshospitalityships,chainseconomicpandemic-inducedslowdown.Fromhotelandtravelagenciestocruisewelookatthemyriadoffranchisesthatarehelpingmakevacationmemories.

*Editorial subject to change

• Show Me the Money

• Home-Grown & Locally Owned

• Industry News

• Day in the Life

• Franchise Fun

The Franchising Excellence issue will also include the full roundup of our 2022 CFA award winners and an introduction to our newest association members, in addition to regular department articles featuring inspiring success stories, expert advice from franchise professionals, and much more. Celebrate the industry’s success and look for your next opportunity in this upcoming issue of Franchise Canada!

MULTI-UNIT FRANCHISING:

• Giving Back

• The First Year

WATCH OUT FOR THESE EXCITING FEATURES IN OUR NOVEMBER/DECEMBER 2022 ISSUE:*

104 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

DON’T MISS NOVEMBER/DECEMBEROUR 2022 ISSUE!

You can’t leave your primping and pampering to just anyone. Luckily, these esthetic establishments are leading the pack when it comes to making Canadians look good while also making strides in franchising. Looking to invest in a spa franchise? We introduce you to a suite of beauty service franchises that are operating with style.

The Franchising Excellence Issue

• Leadership Profile

PLUS A SPECIAL FRANCHISE FOCUS ON COFFEE & BAKED GOODS FRANCHISES!

The 2022 CFA Awards of Excellence in Franchising recognize franchise brands that have demonstrated exceptional dedication to franchisee relationships. This year, the CFA recognizes grand prize winners Inspiration Learning Center (Traditional Franchises) and EverLine Coatings (NonTraditional Franchises), along with Gold Franchisee of the Year winners Days Inn by Wyndham (Traditional) and Paul Davis Restoration (NonTraditional).

THE BUSINESS OF BEAUTY:

• Ask the Experts

At the Canadian Franchise Association (CFA), we’re pleased to celebrate all the good that franchising can do, from helping enterprising Canadians break into business, to continuing the legacy of long-standing corporations and driving attention toward charities that need our support the most. In the November/ December 2022 issue of Franchise Canada, we highlight extraordinary franchises that have excelled in serving their communities and supporting their franchisees. We also shine the spotlight on the CFA Franchisee of the Year Award winners, providing an inside look at what it takes to build and maintain a thriving franchise business.

The CFA is pleased to welcome new members to its community of franchise brands from across Canada. For prospective franchisees looking to break into the industry, one of the new members who joined us in 2022, including emerging and established brands alike, could just be the perfect match for your business needs.

Want to grow your franchise empire? This primer introduces the basics of multi-unit franchising. We walk through the factors to consider when looking into owning and operating multiple franchise units, including infrastructure, resources, and legal aspects.

Franchise Canada September | October 2022 105 To receive a FREE digital subscription to Franchise Canada Magazine, subscribe to Franchise Canada E-News for FREE now. Subscribe for FranchiseCanada.Online POWER FRANCHISEYOURSEARCH WITH BRANDS SUPPORTING KIDS AND FAMILIES EDUCATION FRANCHISES ACROSS CANADA SPECIAL FOCUS ON HEALTH AND BEAUTY A Canadian Franchise Association Publication / FranchiseCanada.Online FURRYFRANCHISINGFAMILIESFORWHYPETFRANCHISESREIGNESSENTIAL FREE SUBSCRIPTIONDIGITAL ADVERTISERS’ INDEX

Famoso Italian Pizzeria + Bar 19 www.famoso.ca

NiceJob 14-15 nicejob.grsm.io/franchisecanada

Snap-on Tools 48-51 www.SnaponFranchise.ca

Maverick’s DonutsInside Front Cover www. mavericksdonuts.com/franchise

Mamma’s Pizza 44 www.mammaspizza.com

International Franchise Association88 www.franchise.org

The UPS Store 41 www.theupsstore.ca

Mary Brown’s Chicken 21 franchise-inquires/www.marybrowns.com/franchising/

Dairy Queen 18 www.dairyqueenfranchising.com

Pizza Nova 17 meraj@pizzanova.com

Pizza Pizza 20 www.pizzapizza.ca/franchising

COBS Bread 34 cobsbread.com/franchising

Deka Lash 22 www.dekalash.ca

M&M Food Market 3 www.mmfoodmarket.com

The Burger’s Priest 30 the-burgers-priest/www.recipefranchising.com/

Harvey’s 30 www.recipefranchising.com/harveys/

Recipe Unlimited 30 www.recipefranchising.com

eSupply Canada Ltd. 24 www.esupplycanadafranchise.ca

Ricky’s All Day Grill 33 www.rickysfranchise.com

Fatburger 35 www.fatburgercanada.com

Neighbourly 39 go.nbly.com/CFA

Telpay 12-13 www.telpay.ca

Driverseat 9 www.driverseatinc.com/franchise

Eggsmart 7 www.eggsmart.com

Swiss Chalet 30 swiss-chalet/www.recipefranchising.com/

Hallmark 43 www.hallmark.ca

Blanco Cantina 30 blanco-cantina/www.recipefranchising.com/

Pizzaville 23 www.pizzaville.ca/page/franchising-info

TINT WORLD® 52-53 www.tintworldfranchise.com

Piri Piri Rotisserie & Grill 11 https://franchise.piri-piri.ca

Pizza Depot 44 www.pizzadepot.ca

X-Golf 36 www.XGolfCanada.com

106 Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

says that KFC Canada is committed to expand ing its charitable programming in the future. In fact, KFC is continu ally rolling out more social purpose programs committed to becoming a net-zero business at all levels, from corporate staff to franchisees and restaurant teams. “Our motto is that we are dedicated to feeding people, not landfills,” she concludes. “It’s a win-win.”

Beyond food waste, KFC Canada also supports social purposes in fran chisee communities. The corporate

work to 2021’s holiday sea son, where they sold holiday sweaters with 100 per cent of proceeds going to Food Banks Canada.It’sall part of KFC’s plan to provide more than finger lickin’ good chicken. “We’re also dreamers who are deter mined to make a positive impact in any way we can,” says Tan-Gillespie. “Every thing we do at KFC ladders up to the values that built this brand — our values around our food, our people, and our planet.”With more than 23,000 res taurants across 140 countries, KFC commands a global presence that puts it at the forefront of develop ment in food systems. Its charitable operations set an example for other franchises to follow. It’s part of what earned the brand the Canadian Fran chise Association (CFA)’s Outstand ing Corporate Citizen Recognition Award in Tan-Gillespie2022.

team always welcomes franchisees to contribute to local charities. In the past, partners have contributed to Breakfast Programs of Canada, Skylark Mental Health Foundation in Ontario, and children’s hospitals in their respective territories, further emphasizing good social purpose at all levels of the franchise.

GIVING BACK

The effort toward curbing food waste doesn’t just start in the restau rants. KFC also addresses the issue at the supply level, only purchasing as much food as it expects to sell based on daily projections.

“Giving back has been engrained in KFC’s DNA,” says Catherine TanGillespie, the president and general manager of KFC Canada. “The Colo nel helped people wherever he went, and we are ensuring this tradition stays alive in Canada through Har vest.” Since the program launched in 2016, KFC has donated more than $292,000 worth of food to 244 chari ties across Canada.

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KFC Canada’s Harvest Program is challenging food insecurity and promoting sustainability across Canada

In 2020, as the COVID-19 pan demic raged on, and food bank use continued to increase, the Harvest program donations went from KFC only giving out chicken on the bone to sending out wider menu options, including sandwiches, lettuce, and tomatoes, ensuring “every morsel of food goes to our people and our communities.” That year, 85,042 pounds of food was donated to char ities across Canada.

AT THE END OF THE DAY in any restaurant or food ser vice establishment comes the harrowing issue of disposal. In many cases, all the left over, unsold product is sim ply thrown away, despite still being perfectly edible, which can lead to clogged-up land fills, wasted food, and further carbon emissions. KFC Can ada has some ideas to mitigate that.Since 2016, KFC Cana da’s Harvest program has been committed to donat ing surplus chicken to local charities across Canada, in addition to the other community initiatives they support on the local franchisee level.

The pandemic also inspired fur ther action, as KFC Canada urged customers to consider food inse curity through its One Bucket, One Meal initiative. The brand donated one meal for every bucket sold to Food Banks Canada, raising 200,000 meals for those in need in just a week. KFC Canada extended its

BY DANIEL MCINTOSH

“In situations where we find our selves with surplus chicken, donat ing to those in need helps us recover the product and reduce our carbon emissions, while also helping those in need,” says Tan-Gillespie.

Harvesting Goodness

Franchise Canada September/October 2022 (UNLISTED)

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