Franchise Canada September/October 2024

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CONTENTS FRANCHISE

CANADA

SEPTEMBER/OCTOBER 2024

27 COVER STORY

27

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4 Canadian Franchise Association

Serving Up Something Good The inventive (and delicious) ways that foodservice franchise systems and their franchisees are delivering exactly what their guests are craving

28

The Price is Right How three foodie franchise systems are answering the call of franchisees—and their guests—for affordable menu options that are easy on the wallet

33

International Delights Take a trip around the world with franchises inspired by international cuisines—grab your passports for a globetrotting tour from India to Japan to Greece

37

Family Values These brands prove that being a family-friendly restaurant means more than just featuring a kids meal on your menu—it means positioning yourself as a gathering place for all life’s milestones and memories

www.cfa.ca | www.FranchiseCanada.Online

41

For Those Who Think Green Being veggie-forward has allowed these foodservice brands to welcome a new audience while appealing to the tastebuds of their customer base

46

Snack Attack Whether rewarding themselves with a sweet treat, grabbing a satisfying snack on the go, or discovering a new craveable delicacy, customers love these eats that can serve as a light meal or a quick bite

50

The Myths and Facts of Standout Customer Service Easy ways that small business owners can improve the customer experience—at every stage of their journey

53

Dishing It Out with Style Pack the kiddies into the SUV, text your significant other that it’s date night, or invite the team out for a post-game bite—it’s time to discover some of the best and brightest full-service restaurants across Canada!

Franchise Canada is published by the Canadian Franchise Association www.cfa.ca | www.FranchiseCanada.Online

DEPARTMENTS

61

HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

64

NEXT GENERATION IN FRANCHISING The Inside Scoop The newest Nani’s Gelato franchisee is proving that franchising is a—pardon the pun—cool solution for millennials interested in owning their own business

66

LEADERSHIP PROFILE Charged Up and in Charge With a long history in the C-suite of Mr. Lube + Tires—formerly Mr. Lube Canada—president and CEO Pamela Lee has unmatched knowledge of the inner workings of the company and where it’s going in its branding renaissance

69

A DAY IN THE LIFE Sipping Success A bubble tea franchisee is taking an existing Chatime location in Maple, Ontario, to all-new levels

72

THE FIRST YEAR Something to Taco ‘Bout A positive attitude, a willingness to pivot, and trust in the system helped Quesada Burritos & Tacos franchisee Shobhit Gulati ride out the growing pains during a rocky first few months

74

COMING TO CANADA Steeped in Tradition Meet Chaiiwala of London, an international franchise system that hinges on the social experience and is looking to Canada for its next big market

78

GIVING BACK Warm Beds, Open Hearts From children’s hospitals to charities that support debilitating chronic conditions, Realstar Hospitality and its hotel owners are proving there is no endeavour too big (or too small) for their assistance

SEASON 8 NOW STREAMING!

80

SHOW ME THE MONEY 4 Franchises for $250K-$500K

84

FRANCHISE TUTORIAL Tutorials 15 & 16 This issue: • Term of Agreement and Renewals • Renewal Fees and Redesign Costs

COLUMNS

6 PUBLISHER'S MESSAGE 10 CFA CODE OF ETHICS 21 INDUSTRY NEWS 81 ASK THE EXPERTS 88 MARKETP­LACE 93 ADVERTISERS’ INDEX 94 FRANCHISE ROUNDUP

Franchise Canada

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September | October 2024

5

PUBLISHER’S MESSAGE

T

FOOD, GLORIOUS FOOD!

hough the franchise industry is comprised of every sector one can imagine—manufacturing, retail, service, and more—when asked to name a franchise system, those unfamiliar with our community will often point to a quick service restaurant (QSR) they frequent, or their favourite sit-down restaurant where they celebrate all life’s biggest occasions.

That’s because the foodservice sector touches the hearts—and stomachs, and wallets—of consumers more than any other. Restaurants Canada estimates that the country’s foodservice industry pulls in $114 billion in sales each year and employs approximately 520,000 young Canadians. The QSR portion of the sector in particular is a juggernaut: in Canada, the sector is expected to bring in $36.4 billion in revenue by year’s end, according to IBISWorld, which is a seven per cent increase from 2023.

This issue highlights some of the many fantastic food franchises in our membership, with an emphasis on how they are responding to the needs and wants of local communities across the country. On page 33, for instance, we take a look at three franchise brands that are satisfying locals’ cravings for international flavours and internationally inspired foods. Later in the issue, on page 41, we investigate the vegetarian-food “trend”—which shows no signs of slowing down—by analyzing the franchise systems that put plant-based options at the forefront of their menus. And since everyone, everywhere is feeling the pinch of today’s economy, our article on page 28 on menus is especially apt; learn how Fat Bastard Burrito, Wendy’s, and Taco Bell are answering their customers’ call for more affordable menu items.

Anytime a system decides to come from abroad to set up shop on our home soil is a cause for celebration.

In this edition, we speak with Chaiiwala of London, which is eyeing Canada’s shores for expansion (page 74). Another beverage brand, Chatime, a member of the Kevito Group, walked us through a day at one of their busy Ontario locations (page 69), while millennial franchisee Karan Kapoor explains why he chose up-andcoming Nani’s Gelato as his ideal franchise investment choice on page 64.

Of course, we all love a good takeout meal or night out on the town, but we’d be remiss if we didn’t explore other sectors that make up the vibrant tapestry of the franchise industry. We are thrilled to feature Pamela Lee, the

president and CEO of Mr. Lube + Tires (formerly Mr. Lube Canada), as the subject of this issue’s Leadership Profile.

There are plenty of exciting innovations ahead for the eminent franchise system, and learning how Lee made the leap from the telecom industry to the driver’s seat at Mr. Lube is truly inspiring. Find out more on page 66.

Recognizing franchisees who are making an impact in their system and in their community is another important facet of Franchise Canada. Schinkel Properties, a multi-unit franchisee of hotel brand Realstar Hospitality, has been pushing the message that community involvement isn’t optional—it’s a way to connect with your customers and staff and show them that you care (page 78).

Our experts tackled two tough topics in this issue (page 81). Amanda Occhicone, vice president of LABOUR, dives into the best marketing practices for both franchisors and franchisees, while David Kornhauser of Loopstra Nixon LLP walks us through the circumstances in which you should solicit the services of a franchise lawyer. And for those interested in exploring full-service restaurant ownership, check out our lineup of CFA members putting their own spin on a traditional concept on page 53.

Whether you are a franchisor, a franchisee, or looking to purchase your own franchise location, one thing’s certain: we all have to eat. Foodservice is a category of our industry that not only serves the community but brings it together, in more ways than one. So, pull up a chair, tuck in your napkin, and get ready to feast on all that the Canadian franchise industry has to offer!

Sherry McNeil President & CEO Canadian Franchise Association

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

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CFA BOARD OF DIRECTORS BOARD CHAIR Ryan Picklyk, A&W Food Services of Canada Inc. PRESIDENT & CEO Sherry McNeil*, Canadian Franchise Association 1ST VICE CHAIR Todd Wylie, Master Mechanic PAST CHAIR David Druker*, The UPS Store Canada SECRETARY & GENERAL COUNSEL

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

PUBLISHER

Canadian Franchise Association (CFA) SENIOR MANAGER, CONTENT & MARKETING

TREASURER Lyn Little, BDO Canada LLP

Lauren Huneault

CHAIR, FRANCHISE SUPPORT SERVICES

EDITOR Rachel Debling

Paul daSilva, RBC

CONTENT PRODUCER Daniel McIntosh

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

GRAPHIC DESIGNER Andrea Lee

Andraya Frith, Osler, Hoskin & Harcourt LLP DIRECTORS

Andrew Arminen, Metal Supermarkets Chuck Farrell, Pizza Pizza John Gilson, COBS Bread Dixie Ho, MBI Brands Joel Levesque, McDonald’s Restaurants of Canada Limited Ken Otto, Redberry Restaurants Nathan Oxford, Jani-King Canada Gary Prenevost, CFE, FranNet John Prittie, TWO MEN AND A TRUCK Canada Thomas Wong, CFE, Kevito Group *Executive Committee member

ADVERTISING SALES Stephanie Philbin AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Suzanne Bowness, David Chilton Saggers, Rachel Debling, Joelle Kidd, Gina Makkar, Daniel McIntosh, Stefanie Ucci, Jordan Whitehouse, Kym Wolfe FOR ADVERTISING INFORMATION:

Stephanie Philbin sphilbin@cfa.ca

TO SUBSCRIBE TO Franchise Canada

visit www.FranchiseCanada.Online

The CFA wishes to acknowledge and thank these National Sponsors for their support throughout the year.

Find out more about these companies at www.cfa.ca/sponsorship

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

© 2024, 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.

Publications Mail Agreement No. 41043018

LAW FIRMS:

SHOWCASED FRANCHISE:

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

Legal Disclaimer 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 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.

CODE OF ETHICS

T

he Canadian Franchise Association (CFA) is dedicated to encouraging and promoting excellence in franchising in Canada. Each member of the Association agrees to abide by the CFA Code of Ethics and to further the Association’s goals of encouraging and promoting ethical franchising in Canada. Each member of the Association agrees to comply with the spirit of this Code of Ethics in its general course of conduct and in carrying out its general policies, standards, and practices. The following are considered by the Association to be important elements of ethical franchising practices: 1.

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

2. A franchisor should provide prospective franchisees with full and accurate written disclosure of all material facts and information pertaining to the matters required to be disclosed in advance to prospective franchisees about the franchise system a reasonable time [at least fourteen (14) days] prior to the franchisee executing any binding agreement relating to the award of the franchise.

3.

A ll matters material to the franchise relationship should be contained in one or more written agreements, which should clearly set forth the terms of the relationship and the respective rights and obligations of the parties.

4.

A franchisor should select and accept only those franchisees who, upon reasonable investigation, appear to possess the basic skills, education, personal qualities, and financial resources adequate to perform and fulfil the needs and requirements of the franchise. Franchise systems and franchise support services members of the Association should not discriminate based on race, colour, religion, national origin, disability, age, gender, or any other factors prohibited by law.

5. ­­­ A franchisor should provide reasonable guidance, training, support, and supervision over the business activities of franchisees for the purposes of safeguarding the public interest and the ethical image of franchising, and of maintaining the integrity of the franchise system for the benefit of all parties having an interest in it.

6.

Fairness should characterize all dealings between a franchisor and its franchisees. Where reasonably appropriate under the circumstances, a franchisor should give notice to its franchisees of any contractual

default and grant the franchisee reasonable opportunity to remedy the default.

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

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

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

10. A franchisor should encourage open dialogue with franchisees through franchise advisory councils and other communication mechanisms. A franchisor should not prohibit a franchisee from forming, joining, or participating in any franchisee association, or penalize a franchisee who does so.

11. A franchise support services member in providing products or services to a franchisor or franchisee should encourage the franchises to comply with the spirit of this Code of Ethics. A franchise support services member should not offer or provide products or services if legislative or professional qualification is required to do so unless the franchise support services member has such qualification.

LOOK FOR EXCELLENCE 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 service 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.

For more on our members, visit LookforaFranchise.ca today.

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

ADVERTORIAL

Safeguarding from Fraud Small business owners have enough on their plate without having to worry about fraudsters looking to make an easy buck. Thankfully, there are a few key steps franchisees can take to rest assured their money is in good hands

W

atch the news on any given day and you will likely be subject to stories about the latest con targeting consumers, businesses, or both. And in the 21st century, the odds of it being a financial scam conducted online is disproportionately high.

“The types of frauds are constantly changing or evolving,” says John Zajic, Vice President, Corporate Policy & Compliance at Telpay, the largest independent electronic payment company in Canada. “Various forms of phishing attacks, social engineering, malware, and business email compromise are the most common threats to business and individuals.”

From 2014 to 2019, the Canadian government reports that over $16 billion was lost to fraudsters, with a quarter of incidents amounting to $1,000 or more. Vulnerable populations are also more likely to be victims: immigrants, people with disabilities, and those who had “difficult experiences” such as intimate partner violence or childhood violence were at a higher risk of such events, according to Statistics Canada. On the contrary, those with higher education and higher income were also more likely than average to be targeted by these scams.

Despite these numbers, fraud is still a crime that is grossly underreported to the police. In fact, only about one in 10 Canadians who have

been scammed take the step to officially report it. (There is a larger percentage that reports the incident to their bank/credit card issuer or the Canada Anti-Fraud Centre, however.) The reason for this could be the deep-seated shame that comes with being a victim, even if it didn’t occur through any intentional action on their part.

Bad actors are becoming exceptionally adept at both targeting their victims and executing their plans, and the data shows that their victims span a wide range of ages and life experiences. Gone are the days of obviously counterfeit emails urging you to provide payment so a foreign prince can access his funds being held in trust—though deceptions

ADVERTORIAL

of that nature obviously exist, there are other more effective ways that bad actors are finding their way into your bank account.

One of these methods is through authorized push payment, or APP fraud. In this attack, bad actors posing as legitimate payees reach out to update their banking information, so the next time a payment is processed, it lands directly in their account. This type of fraud can go unnoticed until the real vendor reaches out, wondering when they can expect payment—which could be weeks or months, and many thousands of dollars, later.

Zajic stresses, however, that falling for these schemes isn’t a sign of weakness or a personal failing. Many factors come into play. “The frauds are so sophisticated that even a person who does this kind of work every day can’t detect it,” he says. Ultimately, the victim could be someone just having a very hectic, busy day, and therefore doesn’t have the time to look further into what appears to be a simple email request.

The best defense against APP fraud is a straightforward process: picking up the phone. The only way to verify such fraud is by directly contacting the vendor to confirm any change requests. Zajic believes that incorporating this step into your accounts payable process can help protect your franchise from this common type of vendor fraud. It is important to remember that you received this message because you have been a victim of phishing or business email compromise. Simply replying to the message would be a mistake.

A misguided response to dealing with digital financial crimes may be to revert to “non-digital” payment methods, such as paying suppliers by cheque. This method is not only slow, costly, and inefficient but

most importantly does not eliminate fraud; cheque fraud remains very common, explains Zajic. According to the Canadian Bankers Association, over one billion cheques are processed in the country each year, and CIBC reports that counterfeit, forged, forged endorsement, and altered cheques are all prevalent forms of cheque fraud.

Fortunately, third-party service providers like Telpay offer dynamic, cloud-based payment tools that enable businesses to make efficient digital payments to their vendors.

Telpay provides features such as dual authorization, customized approval limits, role-based permissions, detailed reporting, and comprehensive audit trails. Additionally, Telpay can manage supplier payment information, including banking details, for “verified” billers available in its biller list. Other security measures, such as two-factor authentication, help protect its clients’ cloud-based accounts.

For more information on Telpay’s payment services, please visit www.telpay.ca or contact sales@telpay.ca.

There are other ways in which franchisees can help fortify their businesses against fraud. As Lyn Walker, Marketing Manager at Telpay, explains, knowledge is power.

“Education, awareness—you’ve got to start there,” says Walker. “But having a simple process of verifying the information, not taking it at face value, is key as well.” Implementing anti-phishing and anti-fraud training for staff, either at the franchisor or franchisee level, can also go a long way in preventing disaster.

There may not be any true failsafe when it comes to fraud, but business owners who recognize that they have the power to stop bad actors from stealing already have a leg up.

As Zajic notes, “Using a thirdparty vendor can make your life easier and help manage some of the risks associated with digital payments.”

And for time-strapped entrepreneurs, that reassurance is priceless.

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The result? The franchisee secured a tailored financing solution that aligned perfectly with their business goals. Meanwhile, the franchisor could confidently proceed with the sale, knowing their new partner was financially sound and well-prepared. This collaboration not only facilitated the franchisor’s expansion goals but also demonstrated the critical role of expert, independent advice in franchise success.

At HALO Advisory, we specialize in creating independent, customer-focused business plans designed specifically for financing purposes. Our unique position—unaffiliated with any franchise or lender—ensures that our clients receive unbiased, expert advice tailored to their specific needs. We guide you through the entire process, helping you navigate the complexities of the franchise financing landscape while ensuring you have access to all the lenders and financing solutions available in the Canadian franchise marketplace.

The Importance of Tailored Business Plans The Canadian franchise market is diverse, with each brand and location presenting its own set of challenges and opportunities. A generic business plan simply won’t suffice. HALO Advisory understands this, which is why we offer customized business plans that cater to the unique requirements of your franchise. Whether you’re a seasoned franchisor or a first-time franchisee, our plans are crafted with a single goal in mind: to secure the best financing options available.

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HALO Advisory stepped in to provide advisory services to the franchisor, equipping them with the tools and confidence to vet prospective franchisees, and understand their experience, liquidity, and net worth requirements necessary for financing and opening a new franchise. With a thorough understanding of the franchise requirements, HALO worked with the franchisor’s franchisees to assist them in developing their business plans, financial projections, and securing business loans. This service effectively separated the franchisor’s interests from the franchisee’s personal financing needs while protecting both parties by ensuring the franchisor understood their ideal franchisee profile, market loan expectations, and equity injection requirements.

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In a crowded marketplace, partnering with a consultancy that prioritizes your success is crucial. Our unique franchise services ensure compliance with the Arthur Wishart Act and provide essential support to franchise industry participants. Our independence allows us to serve as your advocate, crafting business plans that meet your specific needs and maximize your chances of securing financing.

We don’t just write business plans; we craft strategic roadmaps to success, tailored to help you navigate the franchise landscape with precision and confidence. Our clients choose HALO Advisory because they value expertise, independence, and a deep understanding of both the franchise industry and commercial banking.

Conclusion Whether you’re expanding your franchise network or embarking on a new entrepreneurial journey as a franchisor or franchisee, having the right business plan and financing in place is crucial. At HALO Advisory, we’re here to ensure you’re equipped with the tools and guidance needed to thrive in the competitive Canadian franchise marketplace.

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Found ed in 1 9 6 3 , Ted A de l m a n b ro u g h t N ew Yo rk st y l e pizza t o To ron t o by c re ati n g P i z z av i l l e – o n e o f t he fir s t piz z a chain f ran ch i s e s i n O n ta r i o.

In the 1 9 6 0 s, it was c u s to m a r y fo r f a s t fo o d re s tauran t s to have ord er s t aken at th e f ro n t c o u n te r, wh i ch were then p assed t h rou g h a w i n dow to th e p i z z a c o o k in the b a ck. Ted was o n e o f th e f i r s t wh o i n tro du c ed an open kit chen co n cep t, wh e re p i z z a s we re m a de in t he front o f t h e hou se, so c u s to m e r s c o u l d watch th e pizza b eing f reshly mad e.

In 19 7 9 , A n g elo C o n ta rdi , th e c u r re n t ow n e r a nd CE O, ac quired t h e P iz z av i l l e ch a i n wh i ch h a d 4 f ra n chised and 2 cor porat e lo c ati o n s . A n g e l o ’s f ath e r, M a rc o, who immig rat ed t o C an a da i n 1 9 5 7 , wa s o n e o f the fir st mozza rella manu f ac tu re r s i n O n ta r i o – a n d P i z zav il l e wa s a cu st o m er. To day, a l l bu t o n e o f P i z z av il l e’s 9 2 locat io n s are fra n ch i s e d w i th th e m a j o r it y o f Pizzav ille’s f ran ch ise e s h av i n g b e e n w i th th e c o m pany for ove r 2 0 year s.

By r u n n in g it s ow n c o m m i s s a r y a n d di s tr i but io n f ac ility t h at ser vic e s f ra n ch i s e e s o n ly, P i z zav il l e g uara n t ees g reat in g re di e n ts a n d p a ck ag i n g at t he b es t p r ices as well a s c o n s i s te n cy ch a i n w i de.

The re lat ion ship b e twe e n f ra n ch i s o r a n d f ra nchisee re ma in ext remely p o s i tive, a n d i s o n e o f th e m any re as on s why t h e roya l ty s tr u c tu re i s b a s e d o n f l at fees.

Pizzav ille is t he on ly ch a i n th at ch a rg e s f ra n ch i s ees o n a flat fee b asis, wh ich m e a n s th e h a rde r th e f ra nchisee work s an d t he m o re s u c c e s s f u l th e s to re b e c o mes, t he more t h e f ran chisee g e ts to ke ep.

As the f ran chiso r, P i z z av i l l e i s re s p o n s i bl e fo r fin d in g and leasin g lo cat io n s a n d bu i l di n g th e s to re fo r fra nch isees. B y d oin g th i s , i ts f ra n ch i s e e s c a n sec ure excl usive lo cat ion s w i th ex c e l l e n t re n ts , a s t he company is t he t en a n t, n o t th e f ra n ch i s e e.

Pizzaville st o res are attra c tive a n d f u n c ti o n al an d ma ke cu st o m er s fe e l we l c o m e. S c a n th e Q R c o d e locate d at t h e b ot t o m o f th e p ag e to s e e P i z z av il l e’s newes t st o re est h et i c at a nu m b e r o f i ts l o c ati o n s.

Hav in g it s own in -ho use c al l c en t er, pro pr iet ar y webs ite an d m o bil e app, P izzav il l e en sures pro fes s ional, fr ien d ly, an d c o n sist en t ser v ic e t o it s c u s tomer s .

Thro ugho ut t he year s, P izzav il l e’s bran d pro mis e has been t o m ake t he fin est st o n e baked pizzas in the t rad it io n al way. Hav in g o n e o f t he l o n gest r un n i ng radio c am paign s in N o r t h Am er ic a, P izzav il l e’s c o m mercials em phasize t his pro m ise t hat “P izzav il l e wil l n ot be the cheapest o r f ast est o pt io n , but wil l st r ive t o d e liver the best pizza.”

Pizzav il l e’s award win n in g rad io c o m m erc ials are un iq ue, d ist in c t an d m em o rabl e. Many O ntar ians are f am il iar wit h an d wil l o ft en rec it e, in an Englis h Co ck n ey ac c en t , t he po pul ar sl o gan “I t was a rainy day in P izzav il l e.” The rad io c o m m erc ial ‘M isun d er s tanding’ has m ad e o ur c en t ral o rd er in g num ber 7-3-6- 3- 6- 3- 6 wel l -k n own t o m o st So ut her n On t ar io resid en ts .

Pizzav il l e has grown t o 92 l o c at io n s an d c ounting, hav in g o pen ed 10 n ew l o c at io n s in t he l ast t wo year s .

The fran chise wil l cl o se 2024 wit h 95 l o c at io ns .

FRANCHISING STATISTICS Fr an ch is e Un its in O n tar io : 92 Fr an ch is e Fee: $25k In ves tmen t Req u ir ed : $400-600k (I n cl ud es FF ) Star t-Up Cap ital Req u ir ed : $200-$300k T r ain in g: Befo re Open in g Suppo r t fo r fir st 3 m o n t hs aft er o pen in g Availab le: Lo c at io n s in On t ar io Bu s in es s Fou n d ed : 1963 Cu r r en t O w n er s : 1979 Fr an ch is in g Sin ce: 1980 CFA Memb er : 2004

Fo r m o re i nfo r mat io n o r if yo u are i nte re ste d i n b e comi n g a Pi z z av i l l e Fra n ch i s e e , p lease email f ra n ch i s i n g @p i z z av i l l e .ca

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INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Laser Clinics Canada and Skinstitut Launch Power Serums, Cleansing Oil, and New Branding for the Canadian Market Skinstitut, the Australian-based skincare line and leader in highperformance cosmeceuticals, has announced the addition of three high-performance power serums to its Core skincare products range, an advanced cleansing oil to its Expert anti-aging range, and sophisticated new packaging for all its products. Available exclusively at Laser Clinics Canada and online at skinstitut.ca, the new products include the Skinstitut 1% Hyaluronic Complex Serum, Skinstitut 10% Vitamin C Super Serum, Skinstitut 10% Niacinamide Power Serum, and Skinstitut Expert Squalane Cleansing Oil, which have been added to an existing lineup of high-quality cosmeceutical products that are clinically proven for all skin types.

The new sophisticated yet approachable look distinguishes itself through a refreshing sense of realness that honours real people and real results. The new design conveys the brand’s same mission— to guide clients on their journey to happy, healthy skin by breaking down the barriers to cosmeceuticals, believing that everyone has the right to experience the confidence that comes from great skin and creating accessible, high-performance skincare that delivers transformative results for all budgets.

“We are delighted to expand our lineup of Skinstitut products,” says Toby Milton, managing director at Laser Clinics Canada. “Endorsed by dermatologists and renowned for delivering transformative results, these serums are not only

effective but proudly accessible and affordable. We firmly believe they’re the best in the industry and will only help us in our mission of helping Canadians feel confident in their own skin.”

Chatime Canada’s Parent Company, Kevito Group, Honoured with Best in Retail 2023 Award at CanadianSME Awards Kevito Group is proud to announce that it has been awarded the prestigious Best in Retail 2023 award at the CanadianSME Small Business Magazine Awards, presented by Google Canada. This accolade celebrates Kevito Group’s outstanding achievements in integrating technology, enhancing in-store experiences, and pioneering innovative retail strategies within the quick service restaurant (QSR) sector.

Founded 13 years ago by cofounders Kenton Chan, Thomas Wong, and Vincent Lau, Kevito Group set out to revolutionize the Canadian QSR industry with Asianinspired food and beverage brands.

Today, through its flagship brand Chatime Canada, along with Bake Code bakery and cafe and Atealier by Chatime, Kevito Group has expanded to over 100 stores across Canada, serving over 40 million cups of bubble tea to Canadians nationwide.

“This achievement is a testament to the collective efforts of our entire team and their dedication to innovation and excellence,” says Chan, Kevito Group founder and group chief executive officer.

“We are incredibly grateful to our loyal customers and especially our Chatime franchisees—each a small business owner who has placed

Franchise Canada September | October 2024

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INDUSTRY NEWS their trust in Kevito Group and Chatime Canada.”

Kevito Group’s success is underpinned by its commitment to quality, innovation, and community engagement. With a focus on leveraging technology to enhance customer experiences and operational efficiencies, Kevito Group has positioned itself at the forefront of the QSR industry. The Best in Retail 2023 award not only recognizes Kevito Group’s leadership in the market but also its dedication to continuous improvement and customer satisfaction.

“As we celebrate this milestone, we remain dedicated to expanding our presence and enriching communities through our diverse brands,” adds Chan. “We are excited about the opportunities ahead as we continue to innovate and grow, ensuring that each interaction with our brands leaves a lasting impression.”

Eat. Earn. Enjoy: Pizza Nova Launches Rewarding New Loyalty Program Pizza lovers, get ready to be rewarded. Pizza Nova has announced the launch of its new loyalty program, Ciao Rewards, designed to thank Pizza Nova’s customers for their continued support and to welcome new pizza enthusiasts into the family.

With the introduction of its new app and a sleek, user-friendly website, Pizza Nova has made earning and redeeming rewards easier than ever.

“Pizza Nova has always been about more than just great food— it’s about community and family,” says Domenic Primucci, president of Pizza Nova. “We’re excited to launch this loyalty rewards program to give back to our loyal customers who have supported us over the years.

The program is an exciting and new way for us to say thank you.”

The loyalty rewards program earns customers two points for every dollar spent at Pizza Nova (pre-tax and excluding delivery fees). Points can be accumulated and redeemed for various rewards, whether it’s a panzerotti with one topping, a hearty sandwich, or a medium pizza with two toppings.

Points are valid for six months from the date earned.

“Our new loyalty program makes every bite a more rewarding experience,” says Marylyn Batthish, director of marketing at Pizza Nova.

“We’re excited to offer our customers the opportunity to enjoy their favourite Pizza Nova meals while earning points.”

Beyond the basic points formula, Pizza Nova will offer exclusive rewards at key moments in the year—from birthday treats to seasonal promotions and limited-time

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INDUSTRY NEWS offers, such as doubling the points on special days.

“At Pizza Nova, our roots run deep in the community,” adds Primucci. “This loyalty program not only rewards our customers but also creates more opportunities for us to engage with and support our communities in new and exciting ways.”

Customers can sign up today by downloading the Pizza Nova app to earn points and enjoy rewards.

Pet Valu Raises More than $2.2 Million for Local Animal Rescues, Shelters, and Charities Pet Valu, the leading Canadian specialty retailer of pet food and petrelated supplies, proudly announced that its annual Pet Appreciation Month initiatives in June raised more than $2.2 million in monetary and product donations for over 400 animal-related causes across Canada.

This year’s total donations are the highest raised since Pet Appreciation Month was founded in 2011.

“We are so grateful for all the devoted pet lovers who helped make this year’s Pet Appreciation Month our most successful to date,” says Tanbir Grover, chief digital and marketing officer at Pet Valu. “Every day, staff and volunteers at community animal rescues, shelters, and charities across Canada work tirelessly with limited resources to provide much-needed care for local animals in need. Thanks to the generous donations from devoted pet lovers across Canada, we can provide essential funds and products to hundreds of animal rescues, shelters, and charities from coast to coast.”

Pet Appreciation Month is the largest of Pet Valu’s Companions for Change annual initiatives. Throughout the month, customers at each

of Pet Valu’s more than 700 Canadian stores outside of Quebec can purchase a paper paw for a donation amount of their choosing and dedicate it to a pet or loved one.

Customers can also purchase and donate a product of their choosing to the store’s designated local rescue or cause; 100 per cent of all donations go to the local rescue, shelter, or cause. Since inception in 2011, Pet Appreciation Month has raised more than $16 million in dollars and donations.

During Pet Appreciation Month, select stores in the Pet Valu family host a National Adoption Weekend. On this weekend, participating stores welcome adoptable pets, volunteers, and rescue staff into their stores to help find homes for pets in need. This year, over 900 pets in need found forever homes. Over the years, Pet Valu National Adoption

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INDUSTRY NEWS Weekends have helped find forever homes for more than 48,000 pets.

“Our stores are owned and operated by Animal Care Experts who care deeply about animal causes in their communities and want to give back,” says Grover. “This year’s outstanding results are a testament to our Animal Care Expert’s passion to help and the generosity of the devoted pet lovers who visit our stores every day.”

A&W Teams Up with Canada’s Number-One Beer Brand to Pilot Serving Non-alcoholic Beers in Ontario A&W Canada is partnering with Labatt Breweries of Canada, Canada’s largest brewer, to pilot serving a non-alcoholic beer in its Ontario restaurants. This collaboration makes A&W the largest Canadian quick service restaurant that will offer nonalcoholic beverages to its guests,

highlighting the growing trend and popularity of this category and catering to the increasing demographic of sober-curious consumers.

The pilot is ongoing at participating A&W restaurants in Ontario, allowing Ontarians the opportunity to enjoy the taste of a cold, refreshing beer minus the alcohol with one of their favourite A&W burgers. A&W will add Labatt’s Budweiser Zero to their menus at Ontario locations for a limited time, offering a zero-alcohol and 50-calorie-per-can (355 mL) version of the popular classic Budweiser.

This pilot program by Labatt and A&W, both official partners of the Toronto Blue Jays, will run for a limited time at participating Ontario restaurants throughout the baseball season. Guests can order the aptly named Baseball Buds Combo (Buddy Burger, fries, and Budweiser Zero) for $9.99 plus tax or add a

can of Budweiser Zero to any A&W combo for just $2 more.

“I’m excited to have A&W be part of the response to the growing interest in non-alcoholic beers,” says Amanda Wang, director of marketing at A&W. “You could say we’ve been pioneers since 1919 with our A&W Root Beer.”

“Beer and burgers are a summer favourite, so collaborating with one of Canada’s beloved burger chains to bring the Budweiser brand— via our non-alcoholic product—to Ontarians in an accessible way is an exciting partnership,” says Andrew Oosterhuis, marketing vice president, Labatt. “Budweiser Zero availability in A&W locations throughout Ontario provides greater beverage choice for consumers in quick service restaurants while further strengthening the non-alcoholic category as it continues to grow.”

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

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SERVING UP SOMETHING GOOD The inventive (and delicious) ways that foodservice franchise systems and their franchisees are delivering exactly what their guests are craving

F

ranchise businesses and their location owners have proven themselves to be cornerstones of the communities in which they operate. From sponsoring local sports teams to pitching in at nearby events to donating to worthwhile causes, many franchisees understand that this engagement is not only a feel-good way to market their business but also their duty as leaders in their communities.

But for those in the foodservice sector, this commitment to delivering what customers want extends all the way to what they feature on their menus. In listening to their audience’s wants and needs, as well as the entrepreneurs who have invested in their systems, restaurant franchises are adjusting their offerings to meet the desires of a wide breadth of guests.

Whether it be affordable options for those looking to cut back on unnecessary spending, adding menu items that appeal to both omnivores and vegetarians alike, or ensuring that the look and feel of a brand reflects wholesome values that say “all are welcome here,” we are taking a closer look at 11 restaurants that are stepping up to the plate (no pun intended) to deliver exactly what the public wants.

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The Price is Right How three foodie franchise systems are answering the call of franchisees—and their guests—for affordable menu options that are easy on the wallet

BY RACHEL DEBLING

I

t doesn’t take a psychic to understand the latest “craze” on quick service restaurant (QSR) menus, one that has nothing to do with taste-based trends.

Since the end of the pandemic, there’s been a major issue on the minds of consumers that’s been affecting their mealtime decisions: the pocketbook pinch and how to combat it.

Look at the marketing and social media of most QSRs, and they are likely pushing their latest value meal deal, or add-on items that won’t break the bank—and these brands are betting on them to lure back customers who may have decided that with inflation on the rise, soft luxuries like takeout and delivery are the first things to go.

Canada’s Food Price Report, an annual analysis produced by a group of researchers from Canadian universities, estimated that over the course of 2024 shoppers will experience a five- to seven-per-cent increase in the

price of baked goods, meats, and vegetables at the grocery store. Other personal costs are also on the rise: in July, the average cost of gas in Toronto was 166.8 cents per litre (not to mention that the federal carbon tax came into effect on April 1, 2024, pushing prices up by 3.3 cents per litre), and across the country, rent has seen a sharp 30.8 per cent increase over the past three years.

In response, many QSR brands have been pushing out more affordable bundles and have introduced (or re-introduced) the value menus that were once a staple of the sector. Franchise Canada spoke with three quick service restaurant brands that have hopped aboard the affordability trend and expanded their menu to include items meant to appeal to those looking for affordable, high-quality meal options. How did they decide what items to include, and have their franchisees embraced the change? Read on to find out.

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

THE PRICE IS RIGHT

Soha Dezfouli, vice president of operations, Fat Bastard Burrito

Fat Bastard Burrito To offer its guests premium food at attractive price points, MBI Brand’s Fat Bastard Burrito, the company’s Mexican-inspired quick service restaurant, has been brainstorming innovative ways to satisfy franchisees and customers alike.

One of Fat Bastard Burrito’s top priorities when deciding how to introduce enticing yet affordable options to its menu is ensuring that the effort and cost to implement won’t be a barrier for its franchisees. The brand recently accomplished this by developing creative, craveable items priced at less than seven dollars that leverage the fresh ingredients all franchise locations already have— meaning they won’t have to invest in any additional supplies to fulfil the options.

“By finding a new way of taking ingredients we had— chips, salsa, and sour cream—for our new nachos, we didn’t add a single new [ingredient] to our stores,” explains Soha Dezfouli, vice president of operations. “We found you can bring in new products and add lots of items with what [franchisees] need to carry every single day.”

This also allows the brand to stay true to its authentic Mexican vibe, which it proudly promotes in its branding.

Since the nachos launched in July, the feedback from guests has been overwhelmingly positive. “The results were significant—it’s beyond our expectations,” enthuses Dezfouli, pointing to the fact that its easy assembly— taught to location staff through head office-issued training materials—and fast turnaround make it a win-win for franchisees. For guests, the biggest draw is the price: a cool and economical $6.99.

Fat Bastard has also released beef empanadas, which are again made with items already in its locations to reduce the impact on day-to-day operations. After realizing that they weren’t giving this launch enough love, the brand began heavily promoting the snack over the course of the summer, and sales have begun to increase. Now, Dezfouli reports, the product is a “big success” as well.

Initially, the brand was bewildered that its franchisees were asking for these cost-effective items—but once head office dove into the “why” of it all, the reasoning became clear.

“I was really surprised to see that our franchisees were asking for something that is more affordable,” she shares. “[The nachos] aren’t a side, and it’s not a full menu item. It’s something in-between—you can have them for lunch and be full, and you can have it on the side and enjoy it, too.” This is an important distinction because Fat Bastard considers itself a mid-priced quick service restaurant: not the cheapest burrito in the game, but certainly not the most expensive.

Having lower-priced items available to hungry guests provides a balance to their menu that some customers may have felt was lacking. Plus, by promoting these affordable items through its app, third-party delivery services, and other standard marketing channels, the lower price points can attract an all-new audience.

Potential menu additions are discussed at regular meetings, and feedback from Fat Bastard’s council of franchisees, comprised of long-term and multi-unit franchisees, is taken into consideration. In fact, Dezfouli noted that the group is in talks regarding another affordable menu item, which will hopefully be released later this year.

Encouraging open communication has long been an approach that the brand has used on the franchise side of the business, which benefits the whole system, overall.

“It’s a partnership,” Dezfouli says of the franchisor-franchisee relationship. “I try to tell our team that we are the support system. We’re not the head office: we’re the support system that makes sure their business is growing.”

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2024

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THE PRICE IS RIGHT

Lisa Deletroz, senior director of marketing for Canada and Europe, Wendy’s

Wendy’s Canada Ask Lisa Deletroz, Wendy’s senior director of marketing for Canada and Europe, what spurs changes to the burger brand’s menu and she’ll point to the people who both the franchisor and its franchisees recognize as the company’s true tastemakers: its devoted diners.

“Wendy’s is clear in the way it has committed to freshness on all fronts, including providing customers with fresh deals,” she says, noting that the re-addition of familiar menu items with lower price points, such as its 99-cent Frosty and $3.49 nuggets, were in response to customer feedback. Another recent addition, the brand’s two for $4 mix-and-match breakfast promotion that launched in spring of this year, helped introduce dedicated fans of Wendy’s lunch and dinner options to its latest foray into breakfast. With this offer, customers could select two items—either an English muffin sandwich, breakfast wrap, biscuit sandwich, seasoned potatoes, or a hot coffee—for less than five bucks, a deal that’s a welcome relief for the many Canadians who are feeling the financial pinch.

But value offerings are nothing new to Wendy’s. Fans of the restaurant are more than familiar with its Quality Choices menu which has for years set the brand apart from others in the sector, says Deletroz. Items currently on the list include classics like a Jr. Bacon Cheeseburger and six-piece crispy chicken nuggets, providing customers with ample accessible options, whenever cravings strike. “We understand that sometimes our customers just need a filling and affordable snack, or to make a more filling meal,” explains Deletroz.

Other ways they provide added value throughout the year is by aligning promotions with recognized commem-

orative days, such as National French Fry Day—that’s the second Friday in July, for those who want to mark their calendars. And a new rewards program, launched in 2022, encourages Wendy’s most avid customers to rack up points by ordering from the burger giant.

A healthy relationship between the franchisor and its franchisees is what Deletroz credits with Wendy’s collective success, especially when speaking to its value-added items. “We work in close partnership with our franchisees to create value offerings our customers crave, ensuring they are available at a national level across the country,” she says. But the focus isn’t just on national campaigns. “We also provide localized direct mail coupon drops regionally across markets in partnership with franchisees.”

In the end, it’s Wendy’s commitment to delivering quality at a decent price that has allowed the brand to flourish in the face of an economy that many Canadians are feeling is an uphill battle.

“We know the customer value equation extends beyond just a price point and includes Wendy’s Canada’s commitment [to] fresh-made, quality food,” says Deletroz. “We’ve heard positive feedback from consumers on how we serve up the best value and will continue to work with our franchises to ensure we are meeting customers where and how they want to enjoy their favourite Wendy’s menu items.”

Learn more at LookforaFranchise.ca

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

THE PRICE IS RIGHT

Sweetening the Deals Below you’ll find some other budget-friendly menu items that have been introduced at select locations of Canadian QSRs this year. How many have you tried?

This summer, as a limited-time promotion, Tim Horton’s offered a $3 breakfast sandwich with the purchase of a coffee.

Mary Brown’s Batter’s Box returned to its menu with enough food to satisfy a crowd: six pieces of chicken, medium taters and gravy, and two biscuits for $21.99.

Earlier this year, Burger King introduced a $5 meal deal that included either a Whopper Jr., Chicken Jr., or a bacon cheeseburger, plus four chicken nuggets, a value-sized fries, and a value-sized soft drink.

KFC promoted a snackable bundle of two Original Recipe Sliders for $5, in addition to “Two Can Dine” offers on sandwich meals and its trademark buckets.

For those looking to add a new snack or side to their lunch, Subway launched four footlong options ranging in price from $3 to $6: a footlong churro, a footlong pretzel, footlong “Dippers,” and a footlong cookie.

Pizza Hut recently featured My Box meals on its menu, which included items such as chicken strips, the brand’s new Cheeseburger Melts, or a small pizza, starting at $10.99.

McDonald’s once again brought customers in the door with its Summer Drink Days, with fountain drinks and iced coffees starting at $1 for a small.

It also reduced the price of its small hot coffee to just $1 and began offering McValue Meals—either a Chicken Snack Wrap, McDouble, or Junior Chicken, plus small fries and drink—for $5.79.

Franchise Canada September | October 2024

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THE PRICE IS RIGHT

Taco Bell Canada The words “Taco Bell” are often synonymous with good, affordable food. But even this giant of craveable eats has felt the call from its customer base to deliver even more inexpensive options.

“Canadians are always looking for value offerings from their favourite restaurants,” Devon Lawrence, marketing director at Taco Bell Canada, tells Franchise Canada.

“At Taco Bell, we seek opportunities to bring new and beloved items to our menu at an affordable price point.”

In 2024, this meant rising to the occasion via a series of budget-friendly offers. First up was its Build Your Own Box (BYOB) value meal, available for a limited time, which allows diners to customize their own deal by selecting a specialty item (such as a Crunchwrap Supreme), a classic item (like a crunchy or soft taco), a side, and a medium drink. For those who are looking for a simple snack rather than a hearty meal, Taco Bell’s Cravings Value Menu, a permanent fixture that is available in-store only and with a selection of items at $3.50 or less, may hit the spot. The brand hinted that it will be bringing two fan favourites back to its value menu lineup a little later this year—keep your eyes and ears peeled to find out what. And looking ahead to the fall, Taco Bell also has plans to reveal a new $4.99 meal deal featuring a brand-new main item, plus a drink and side.

“We don’t think customers should have to sacrifice fun for value and are really excited to be able to bring excellent value and new and exciting products together for our fans,” explains Lawrence.

As popular as the new additions are with customers, Taco Bell franchisees have also thrown their full support behind the launches. In fact, the brand works hand in hand with its location owners to determine what offerings would resonate most with its audience.

“Before introducing a new item like BYOB, we align with our franchisee partners to make sure we’re offering relevant promotions and respecting the business model,”

says Lawrence. “We also connect with our U.S. team to see what’s resonating with customers south of the border and keep an eye on local trends to stay relevant in our offering.” This approach ensures that all parties are invested in the releases and further establishes that its franchisees are as dedicated to new developments as head office.

In fact, franchisees spurred on the recent menu changes after sharing customer feedback with the Taco Bell team. “Franchisees came to us earlier this year with a desire to incorporate more value-based offerings into their menus to keep up with the offers we’re seeing in market,” says Lawrence. “We’ve been focused on delivering more options and are excited to continue the momentum with upcoming fall launches.”

When it comes to new-item pricing, while there is typically a set price, franchisees will sometimes have the flexibility to adjust prices to align with market nuances.

“When we do have a set price, we ensure our franchisees are aligned to that price point,” notes Lawrence.

Going forward, standard offerings like those showcased on Taco Bell’s Cravings Value Menu will continue to satisfy customers’ tastebuds as well as their desire to save money. Since its launch in 2023, the menu has expanded from four to seven offerings, and fans of the brand can look forward to enjoying more new or newto-them fan favourites over the coming months. As Lawrence says, “Offering consumers a unique experience at a great price is the foundation we’re built on, and we are thrilled to continue to deliver on great prices and new products for years to come.”

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

Learn more at LookforaFranchise.ca

International Delights

Take a trip around the world with franchises inspired by international cuisines—grab your passports for a globe-trotting tour from India to Japan to Greece

BY STEFANIE UCCI

Take one look at your average mall food court, and you’ll immediately notice the wide range of cultures represented. From sushi to Italian staples, and from Middle Eastern fare to European pastries, almost every country (or at least continent) seems to be represented in one form or another—and if not at your local food court, then a quick scan of your favourite food delivery app will likely reveal a world of wonderful flavours.

International food brands, or those that take foodie inspiration from other countries, are rapidly becoming the go-tos for many Canadians’ to-go meal choices. Cuisines like Vietnamese have skyrocketed in popularity, due to its affordable price point and fresh ingredients. And the quick service restaurant brands included in this article are in sectors that are similarly booming. According to Smartscrapers, a restaurant data analysis firm, as of August 2024, there were 2,771 Indian restaurants, 820 Greek restaurants, and 2,813 Japanese restaurants in Canada—who knows where we’ll see these segments go in the future!

Here, we explore three brands that are pushing the boundaries of what quick service restaurants can offer: creatively elevated takes on cuisine from cultures around the world. Khaao piyo aish karo, meshiagare, and kali orexi! Or, in plain ol’ English, dig in!

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INTERNATIONAL DELIGHTS

CHASKA Authentic Indian cuisine gets a modern twist in a fun and friendly atmosphere at CHASKA. Established by owner Naveen Seth, the name “CHASKA” literally translates from Hindi to “obsession”—with Indian dishes, that is— which is exactly what inspired him to open the doors to his business more than 10 years ago.

CHASKA is rooted in the promise to always provide premium-quality ingredients delivered using the authentic flavours of India, all presented in a modern and vibrant setting. “Our commitment to quality and authenticity sets us apart, providing a unique dining experience that resonates with a wide audience,” says Seth.

Based in North America, CHASKA is in an exceptional position to bring the richness of Indian cuisine to the mainstream population in Canada. But Seth knows that it’s also important to design a menu that appeals to a broad audience, including those unfamiliar with Indian food.

Franchises can be found in communities across Ontario that host a diverse mix of residents, and the brand aims to attract both Indian and non-Indian customers by offering universally recognized dishes like samosas and butter chicken as well as fusion items.

Guests can also choose from build-your-own kathi or naan roll, customizable Chaska Creations, street food favourites, all-day breakfast, poutines, Indian-style pizza, and more. “By keeping our menu simple and easy to understand, we ensure that our offerings are accessible to everyone, regardless of their familiarity with Indian cuisine,” notes Seth.

With eight franchise locations, including a handful just about to open their doors to the public, CHASKA offers franchisees the opportunity to join a brand that truly has an ‘obsession’ with deliciously unique Indian cuisine.

Franchisees should have a strong business background, attention to quality, and a commitment to customer service, says Seth. Ideal candidates are those who can manage operational costs, promote their brand locally, and have a vision for growth in their community.

“Success in the food business requires more than just a passion for cooking,” says Seth, adding that a unique advantage of CHASKA is that no chefs or cooks are required to be on staff. All food is delivered fully cooked from the brand’s central facility, so by following the standard recipe cards, anyone can be trained to assemble the dishes, thus simplifying the operational process for franchisees.

On top of this support, CHASKA also provides a comprehensive four-week training program, as well as ongoing marketing support, menu updates, and new product introductions. The business is continuously inspired by Seth’s passion for unique, modern Indian cuisine and his decades of experience in the food industry.

Learn more at LookforaFranchise.ca

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

INTERNATIONAL DELIGHTS

Menbow Ramen Ramen lovers unite for a delight from Menbow Ramen!

Offering quick, authentic, and easily accessible Japanese ramen to Canadians, Menbow restaurants specialize in using a traditional ramen recipe that comes straight from Japan. All dishes are made by Japanese chefs at the brand’s central kitchen.

Guests can choose from both tonkotsu (pork bone) and tori (chicken bone) broth, as well as a vegetarian soup base, which sets Menbow apart in its menu offerings. “We don’t use concentrated soup bases; instead, we use fresh bones to create our not-from-concentrate soup at our central kitchen and deliver it to each location. So, you’ll experience the true bone-soup taste,” says founder Bob Fang.

So, why is ramen such a powerful franchise investment in the Canadian market? “As a first-generation immigrant to Canada, I truly feel that we are lacking many international foods,” explains Fang. “Japanese ramen is booming all over Asia, Europe, and the U.S. I believe there is a huge market for ramen in Canada.”

Those interested in investing in Menbow Ramen should ideally have business experience and food

industry expertise—both are assets to the success of the franchise. But Fang notes that two to three weeks of training can make it possible for anyone to become a Menbow franchisee, even without these specific requirements.

Both prospective and existing franchisees recognize that it’s having the power of an established brand behind you that makes franchising a truly exceptional choice for business ownership. As Fang notes, he would have been able to save a great amount of time and money if he had a mentor or a company helping him out during his first five years in the industry. Fortunately, the Menbow Ramen brand is now up and running and ready to welcome new franchisees to the team. “I suggest that any prospective franchisee ask if [they] are really ready to be a business owner and if [they] truly want to be a restaurateur,” says Fang. And above all, a love for ramen would help, too!

Learn more at LookforaFranchise.ca

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INTERNATIONAL DELIGHTS

REBEL GREEK What do you get when you combine traditional Mediterranean food with zingy comfort dishes from around the world? A delightful meal from REBEL GREEK! Familiarity meets rebellion meets Mediterranean feasts at this franchise. It’s best described as “familiar, but not what you expect,” according to owner George Constantinou. “We take authentic Greek and put a twist on it. We’re very different, and there’s nobody doing what we’re doing.”

Guests can choose from options including classic Greek offerings like gyros that are elevated beyond their traditional form with jerk or Buffalo chicken, for example, and loaded Greek poutine. It’s a menu that definitely attracts a younger crowd of venturesome students and teens, but also sees a lot of families come through the door.

Constantinou is also stretching the brand’s offering outside of its restaurant doors with a slow and steady rollout of its products into grocery stores. These include its secret sauce, salad dressing, seasoning blend, and take-home jerk chicken gyro kits.

By staying true to its Greek roots, the cuisine remains traditional and original, but it’s also clean and simple, explains Constantinou. “There’s no additives and no preservatives. Everything is made from a four-ingredient base, made from scratch. That’s the simplicity and beauty of Greek food.”

Constantinou, who co-owns the business with his wife Angeline, notes that prospective franchisees should have

a daring side when considering investing in REBEL GREEK. They are rebels, after all! “We absolutely went against the grain and did our own thing with the brand, and it’s succeeded so far. So, we’re looking for somebody who doesn’t want to follow a cookie-cutter concept,” he says.

Experience is always appreciated, and it goes a long way, but it’s not necessary to join REBEL GREEK. Some food and managerial experience would be great, adds Constantinou, but anyone with the proper passion and interest in the brand can be trained to succeed. They’ll receive support and knowledge from Constantinou, who brings previous franchising experience, having spent a decade as a quick service restaurant owner.

“One of our selling features is that we’re creating a franchise-friendly model with lower online royalty fees, so that franchisees can make money,” says Constantinou. Ultimately, he advises that prospective franchisees ask the necessary, educated questions before joining a franchise system. Do your due diligence and ask the proper questions, and you can be well on your way to franchise success.

Learn more at LookforaFranchise.ca

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

Family Values

These brands prove that being a family-friendly restaurant means more than just featuring a kids meal on your menu—it means positioning yourself as a gathering place for all life’s milestones and memories

BY RACHEL DEBLING

Who do you call family? For some, it’s strictly parents, siblings, and maybe your closest extended family. For others, it means generations of distant cousins, or the ride-or-die friends who will always be there when you call. No matter who you consider family, it’s indelible—you know it when you see it.

With that theme in mind, Franchise Canada spoke with two brands that hold their family-friendly label above all others, one in the quick service restaurant category and the other in full service. Their stories show the generational impact of welcoming dining rooms and menus chock-full of comfort food options; perhaps they will inspire you to investigate your own franchise ownership story in this feel-good sector.

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FAMILY VALUES Mr. Greek Restaurants There are two surefire ways in which brands can authentically call themselves family friendly: have a kids menu, and be family-run.

For Mr. Greek Restaurants, a Toronto-based franchise system that started from humble beginnings in the city’s Greektown neighbourhood, both are true. But its dedication to serving families in the 15 communities in which its locations reside (soon to be 16, with their newest location launching in late 2024) stretches far beyond those two simple facets.

Take the Raios family, helmed by George who, along with two partners, launched the brand in 1988 with a single restaurant. By 1993, the company began franchising, and George’s family was an integral part of building the business. His daughter Vicki has been working in some capacity for her father since the young age of five at the original Mr. Greek location on Danforth Avenue, where she was tasked with setting tables. But in a life lesson that Vicki has never forgotten, she was reprimanded her first day on the job.

“The standard was that the fork had to go on the R and the knife on the second E in our logo,” she explains, a rule which she apparently didn’t adhere to.

“Excuses—justifications for not doing the job right,” jokes George. Evidentially, she course-corrected and proved her value: she is now Mr. Greek’s vice president of corporate affairs and, as George says, his boss.

Aside from the family behind the scenes, Mr. Greek upholds its family values with its franchisees by ensuring an open-door policy, encouraging them to approach George and the head office with any questions or concerns and guaranteeing that they’ll respond within a half hour. This helps create trust and shows location owners that they are truly the backbone of the company.

On the menu, the brand’s healthy, made-to-order souvlakis, gyros, and salads appeal to a diverse range of diners, from the kindergarten crowd trying the brand in their school lunch program to those who have been enjoying Mr. Greek’s wares for nearly 40 years. “The people we used to serve as children in our early years are now bringing their own children to us,” Vicki shares, adding that they often run into customers who remember going to the first Danforth location in their youth—and in return, George often remembers them.

Even the littlest and pickiest of eaters clamour for the fresh ingredients that make the brand’s offerings stand out. The souvlaki meal, in fact, was given the unofficial title of “Niko’s Favourite” after Vicki’s son was convinced

by George to try the pork version, then the chicken, after refusing to eat meat for years.

“Niko’s the president of the Picky Eaters Association,” laughs Vicki. “You’ve heard the expression of ‘I’m not only the president, I’m also a client’? That’s Niko.”

On the philanthropic side, Mr. Greek franchisees give back through their association with Lunchbox, a school meal program, though many work directly with schools to deliver high-quality and highly nutritive meals to students. The company also has its own charitable foundation, HELIOS, which supports local communities with an emphasis on children’s programs.

“Just because the name [of the foundation] is Greek, it does not mean that we are focused only on the Greek community,” explains George. “I’ve been involved with the Greek community for many years with philanthropic initiatives. However, we don’t forget where we came from.”

And where Mr. Greek comes from is a place of love— a love of family, of food, and of franchising. Ultimately, all these elements have brought the company to where it is today.

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

Learn more at LookforaFranchise.ca

FAMILY VALUES Ricky’s All Day Grill “How has the family changed, and what do we need to do to encourage all family members to come in?”

That was the big question the head office team at B.C.-based Ricky’s All Day Grill asked themselves several years ago, says Stacey Hansson, senior vice president at FDF Brandz, the restaurant’s parent company (which includes several complementary foodservice brands, including abc Country Restaurant, later rebranded to Ricky’s Country Restaurant; Humpty’s Big Plate Diner; Fatburger Canada; and Famoso Neapolitan Pizzeria).

Since 1962, Ricky’s has been growing in the West, from B.C. to the Yukon, Alberta, and Manitoba, and is seeking to gain and establish dominance in the family eatery sector. After all, for more than 60 years, the Ricky’s name has been synonymous with morning meals and comfort food familiar to Canadians of all ages.

“When Ricky’s started in B.C., it was all about the $1.99 pancake breakfast,” Hansson shares of Ricky’s early days. “Guests would line up for our famous pancakes that were delicious and have a friendly price point.” Over time, other menu items started to gain many followers as well, such as the year-round turkey dinner and the Famous Clubhouse Sandwich.

The move into their neighbouring province brought new opportunities, and it was at that point Ricky’s began offering all-day eats by improving its lunch and dinner menus, and elevated the brand’s décor, moving from a more traditional, homestyle appearance to the clean, modern interior it boasts today.

And while Ricky’s certainly caters to the 10-and-under crowd with its ‘Kids Corner’ program, encompassing everything from the children’s menu itself to its activity booklets featuring the brand’s mascot, Panko the Pug, Hansson is quick to point out that “family-friendly” doesn’t necessarily just refer to parents and kids. In fact, Ricky’s focuses on a multi-generational approach to family dining, striving to make it the place to take your parents, grandparents, aunts and uncles—anyone who you consider part of your innermost circle.

“A lot of times, when we talk about family, we talk about kids, but seniors are a huge part of that, and seniors have always been the backbone of our business,” notes Hansson. “They are our original customers.

They’ve been with us the entire time that we’ve been a company. They’re the ones that brought their kids.

They’re the ones that brought their grandkids. They are the most loyal guests, and we appreciate them so much.

And we always make sure we show that to them.”

Building a strong hospitality strategy is also one of Ricky’s key approaches. To make sure guests feel like they are taken care of, the concept of “family-friendly” also extends to the Ricky’s family, as many location owners and staff have been with the company for decades,

in some cases 35 or more years. Being a member of the Ricky’s family and team for a decade or more means that they know their guests well and even become a part of their regulars’ lives, witnessing milestones like birthdays and post-sports tournament lunches, and are able to ask about the latest accomplishments of customers’ grandchildren, siblings, parents, and more.

Affordability and big portion sizes is also part of Ricky’s popularity. Its “stick-to-your-ribs” menu is structured to not only put value at the forefront but to also ensure that guests don’t leave hungry—and maybe even with some leftovers for the next day. Also, serving great food in an inviting, comfortable, and familiar environment is important to a family enjoying their meals at Ricky’s.

“Many of [our customers] say that they used to come every weekend morning with their parents or grandparents,” says Raymond Ho, vice president of marketing and communications for FDF Brandz. “It’s nostalgic, and now they are looking forward to extending that experience they had to [the next generation].”

Though satirist Peter De Vries may have once quipped “Nostalgia isn’t what it used to be,” for Ricky’s franchisees, it’s exactly where they—and their customers— want to be. It’s also what will keep their biggest fans coming back, year after year, for generations to come.

Learn more at LookforaFranchise.ca

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For Those Who Think Green

Being veggie-forward has allowed these foodservice brands to welcome a new audience while appealing to the tastebuds of their customer base

W

BY DANIEL MCINTOSH

hile vegetarianism has long been a standard around the world, in North America it’s recently gone from a niche diet to an increasingly attractive approach to personal and planetary health. In 2022, the portion of vegetarians in Canada had grown to 7.6 per cent, which is a staggering 2.89 million people. And the benefits of this lifestyle are as abundant as the types of foods available to those who follow it: research has found that vegetarian diets are associated with increased environmental stability, including a reduction in greenhouse gas emissions, as well as a lower risk of heart disease and some cancers.

But though the number of Canadians who eat exclusively plant-based is growing, many people are embracing part-time attitudes toward vegetarianism. A 2023

survey by Innova revealed that 15 per cent of consumers in the U.S. and Canada were flexitarian, meaning semivegetarian or meat-reducing. This allows them to have the best of both foodie worlds, leveraging the health benefits of vegetarianism while still allowing the occasional meat-based meal.

Even more to the point, diners are looking for authenticity, rather than plant-based dupes of their meat-heavy favourites. For flexitarian eaters, franchises that provide unique meatless meals, alongside options suitable for all demographics, are where they want to spend their hardearned cash.

From light but satisfying wraps and bean burgers to fragrant chaat dishes and hearty soups, these vegetarian-friendly systems are ready to help franchisees serve forward-thinking diners for generations to come.

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FOR THOSE WHO THINK GREEN

ButterChick ButterChick is bringing a new style to the QSR market.

For franchisees, it’s very simple to operate, and the flavourful, Indian-inspired dishes appeal to the everyday Canadian consumer. Kiran Kataria, the brand’s CEO, says “Many traditional Indian dishes are vegetarian, and ButterChick has all of those and more! Indian food traditionally serves a large variety of vegetarian, dishes, making use of chickpeas, paneer, lentils, and other plant-based products for protein.”

Kataria points to the veggie samosa slider as an example: “It’s a veggie fusion delight!”

Kataria also notes that changing the perception of Indian food is also a bid to improve its market potential—not an easy feat considering the complexity and range of spices of the recipes they draw from (“This is, in large part, why we have not seen Indian restaurants franchised on a large basis,” she adds.) To simplify the complexity, ButterChick brings a simple operating model that ensures consistent, high-quality Indian dishes to its restaurants’ offers of fusion foods like rice bowls, wraps, and poutine.

ButterChick is the brainchild of the Kataria family, who previously founded Canada’s largest Indian sauce manufacturer. The benefits for franchisees partnering with ButterChick are significant, according to Alex Schulz, vice president of franchise operations. “We have complete control over food production, from raw ingredient input through to plating.” The overall system provides franchisees with key advantages that drive profitability. Chief among them are reduced labour costs (resulting from lower prep time, and their “no-chef” operating model).

For incoming franchisees, ButterChick looks for people with a passion for food and providing consistent quality to guests. Moreover, as is expected from burgeoning brands, a willingness to follow the franchisor’s system is also necessary. Franchisees also receive two weeks of training before opening their location, plus an additional week of on-site training. “You just need to bring a desire to make people delighted with great taste served fast,” says Schulz.

For a standout brand with standout flavours, attracting customers comes down to a desire for serving great food, a commitment to the process, and going above and beyond to provide exceptional levels of customer service.

“We see Canadians from coast to coast enjoying the taste, consistent quality, and great value of Indian food,” adds Kataria. “It’s the flavour and the fun that bring them back time and time again.”

Learn more at LookforaFranchise.ca

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

FOR THOSE WHO THINK GREEN

Copper Branch After 30 years as a high-powered executive in the tech industry, Trish Paterson was worn down. Years of client meetings, business travel, and vending machine dinners left her burnt out. For her, retirement meant enjoying family life and getting back to health and wellness.

On a chance encounter during a franchise tradeshow in 2016, she and her husband, Sean, were drawn toward a Copper Branch booth, overwhelmed by the repetitious pizza and burger offerings that dotted the show floor.

“It was such a unique and different concept that it really intrigued me, and I couldn’t stop thinking about it,” says Paterson.

Although she was interested, her husband wasn’t sure how a 100-per-cent plant-based restaurant would play out, especially in their small town of Brooklin, Ontario, just north of Whitby. Still, they took an invite from Copper Branch’s founder, Rio Infantino, to see the company’s flagship location in Montreal.

“So I did, I went out and I saw it, and I just thought, this is something I really think our community needs,” says Paterson.

At the time, Paterson was not a strictly plant-based eater, but the franchise’s menu of bowls and salads fuelled by international flavours spoke to the environmentalist in her. Now, as the CEO of the company, she’s driving that change on a national scale.

“What we really focus on is great food and great ingredients, but we pay particular attention to unique ways of serving,” says Paterson. “We pay very close attention to dietary restrictions and allergens.”

Paterson says she sees an influx of people with rare allergies as well as parents of kids with allergies in Copper Branch, so all associates are taught to speak about allergens and the dietary restrictions of the different dishes. Incoming franchisees should be prepared to undergo the same education.

Paterson notes that Copper Branch “generally attracts people that may or may not have ever thought about

entrepreneurship before. They’re more interested in diving into the brand and what its purpose stands for.”

“It’s really important for us that they understand how niche the brand is; it’s not a typical quick service restaurant brand,” she says, noting that owners need to have more than just a passion for healthy food. “Many of the franchisees that come to us do have an interest in plantbased, they do have an interest in health and wellness.”

But it takes more than an interest in nourishment to create a healthy franchise.

“Are you truly an entrepreneur? And do you understand the work that goes behind running your own business?” she asks.

Franchisees with the right small business experience and the desire to be owner-operators complete a discovery day in an existing Copper Branch location. After making their final decision (Paterson says people with HR and accounting backgrounds often do well), a training team works with the franchisee on-site for two weeks.

The brand’s online training platform houses additional modules and a database of all the recipes on the menu.

As for advice for incoming franchisees, Paterson says speaking with other franchisees and understanding the support head office provides is key.

“Sometimes people think they want to own their own business because they want to get out of the rat race of corporate life, and they feel that they want to be their own boss,” says Paterson. “I’ve heard it all, and they underestimate the amount of work that goes [into] that, and the administration that you have to do, and the accountability that you have.” Ultimately, making sure you’re in it for the right reasons is essential.

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2024

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FOR THOSE WHO THINK GREEN

Akashdeep Singh, WrapZone franchisor

WrapZone While healthy fast food has become something of a trend recently, WrapZone has been a stalwart of B.C.’s Okanagan region since 1997.

According to franchisor Akashdeep Singh, a wrap might not seem as exciting as a burrito or shawarma, but he sees that as a positive rather than an obstacle to be overcome. “We do wraps, which [feature] flavours from all over the world,” says Singh. “So, it’s not just focused on rice or based on beans.”

While WrapZone’s offering isn’t exclusively vegetarian, the bulk of their menu is guided by meat-free flavours and other alternative diet options, from snack wraps stuffed with tofu to rice bowls and salads topped with flavourful sauces and seasonings. Even their smoothie list has a selection of dairy-free options.

One location in Kelowna, B.C., near the coast of Okanagan Lake regularly gets return tourists from other provinces asking when they can get WrapZone closer to home.

And they won’t have to wait very long, as the topic of expanding into Alberta and beyond has popped up internally, with potential landing zones in Calgary and Edmonton, as well as further prospective sites in Toronto.

Singh took over operations from the previous franchisor last year, who, due to health issues, couldn’t keep up with the momentum of the popular and growing brand, despite its success.

“Though it had its own unique food, with the digital world today it didn’t live up to the digital marketing [needs],” says Singh. “We made a lot of changes at the backend and restructured the POS terminals.”

The duo also invested in influencer marketing and sponsorships to get the revamped WrapZone in touch with the communities they serve. “We try to sponsor different events, local basketball and athletics clubs.

Recently we had a campaign with Mamas for Mamas, [a charity that supports caregivers in crisis], so we have tried to be more involved with the channels available,” recalls Singh. WrapZone also provides hot lunches and catering for schools and offices. In addition, WrapZone’s internal team uses location data to find out where certain menu items are most popular and applies their findings to other stores.

As Singh looks to enforce WrapZone’s digital presence, they are also seeking franchisees to be hands-on in spreading the good word. “The food part can be covered with training, but the customer service skills, that has to be in you,” says Singh. Having previous customer service skills is crucial for prospective WrapZone franchisees.

Whoever the owner-operator is, they have to have that inclination toward the clientele, he adds.

Prospective franchisees looking to get wrapped up with a modernized health-focused brand that has an established customer base get a month of on-site training in food preparation and staff and inventory management.

Learn more at LookforaFranchise.ca

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

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Snack Attack

Whether rewarding themselves with a sweet treat, grabbing a satisfying snack on the go, or discovering a new craveable delicacy, customers love these eats that can serve as a light meal or a quick bite

BY JOELLE KIDD

The average person lives a busy life, and it can be hard to carve out time for three square meals a day. Instead, we often rely on a range of quick bites throughout the day to replenish energy, break the mid-afternoon slump, or simply indulge in a postprandial sweet treat.

But snacks are no longer the guilty pleasure they once were, as Canadians’ reasons for reaching in the pantry have shifted along with changing food trends in recent years. According to Mondelez’s global State of Snacking report, Canadians are motivated by nutritional needs, comfort, and mood boosters when snacking. Snackbased franchises like the ones featured on the next page are well positioned to reap the rewards, as snacking habits around the world are expected to earn brands a revenue over $300 billion USD for the first time in 2027.

Whether you’re more of a sweet, salty, or savoury type, there’s a snack out there to fit every taste. Take a nibble or sip of these snack-based franchises and find the ideal nosh for you or your entrepreneurial goals.

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

SNACK ATTACK Pino Di Ioia, BeaverTails CEO

BeaverTails An iconic Canadian brand, BeaverTails has been serving up its signature crunchy-chewy pastry since 1978 at some of the country’s most unique locales.

“That’s what makes BeaverTails special,” says Pino Di Ioia, CEO. “We’re unique in all ways: our stores are unique, we’re in very unique areas, and we’ve got this unique product.” The signature product is a flat, fried pastry spread with sweet toppings—what Di Ioia describes as “not really a donut, not really a crepe—it’s its own thing, and it’s like nothing else you’ve ever had.”

With many of its locations at beautiful Canadian sites—from Ontario’s Blue Mountains to Banff, Alberta— inside amusement parks, or in mobile food trucks that travel between events, customers often associate the brand with fun, travel, and sightseeing. But the brand has brick-and-mortar locations too, where the product line has expanded to include ice cream, poutine, shareable Beaver Bites, and even a hot dog wrapped in the signature pastry. According to Di Ioia, about 46 BeaverTails locations now operate with this expanded menu.

This all leads to benefits for franchisees, who take advantage of the brand’s competitive cost structure and simple operations. “That, coupled with the fun brand, makes it very easy to get and keep employees,” Di Ioia notes.

The difficulty for the brand is finding ways to expand and ensuring customers are familiar with the enhanced product line. “The number-one complaint [from customers] is that we do not have enough places where they can

enjoy our product,” says Di Ioia. “Which is a good complaint to have! But the challenge is that we are so closely associated with tourist locations that really, that is like asking us to invent more tourist locations. So we’ve had to adapt, and we’re starting to push the envelope.”

In recent years, this has meant opening permanent locations in mixed settings that see engagement from visitors and locals, like along Toronto’s waterfront. In Milton, Ontario, one franchisee owns a shared location of BeaverTails and Qwench Juice Bar (see page 49 for more on that brand), a pair that blends sweet treats and healthy eats.

With an eye toward the future, Di Ioia says BeaverTails is looking to continue expanding brick-and-mortar locations as well as introducing “some wackier flavours and less-expected variations” to the product line. They also aim to expand into the U.S. in 2025.

When it comes to potential BeaverTails franchisees, Di Ioia says they look for passionate individuals who are not looking to build a franchising empire with dozens of stores, but rather to succeed with a “love brand,” a fun concept with a devoted following. As he notes, “You’ve got to love the brand, you’ve got to love the product.”

Learn more at LookforaFranchise.ca

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SNACK ATTACK

Fuwa Fuwa Pancakes “I think owning a franchise, it’s not just about profit. Profit is important, but it’s also about the lifestyle that you’re picking up,” says Benson Lau, director of business development for Fuwa Fuwa Pancakes. “Do you love serving your neighbourhood? Do you want to bring happiness, one bite at a time?”

That ethos has been at the heart of the Fuwa Fuwa brand. Lau and his co-founder opened the first location in Toronto’s Annex neighbourhood in 2018, a bustling, diverse area near the University of Toronto. The dessert cafe specializes in soufflé pancakes, an airy Japanese invention traditionally served at weddings and celebrations that merges homestyle pancakes with the French soufflé technique to create a towering, fluffy cake. “It’s really a combination of both. There should be a balance,” says Lau. “It’s not a Western food; it’s not an Eastern food either. It’s like a fusion: when you add them together, you celebrate diversity.”

This fusion has caught on with customers. The brand now boasts 13 locations across Ontario, plus five in Alberta, and expects to open locations in Montreal and Vancouver by the end of the year. They’ve also expanded into Asia, the U.K., the U.S., and France.

Lau says the brand’s main challenge has been introducing a potentially unfamiliar product to new markets and educating customers on what to expect. Soufflé pancakes are a light dessert, with only 10 grams of sugar and a base made mostly of egg whites; they also have to be whipped up fresh to order, meaning wait times are a little longer than customers might expect from a quick service restaurant brand.

Fuwa Fuwa has turned to technology to adapt to these challenges. “We are launching our app in Canada so people can order ahead of time and skip the wait,” says Lau. Social media marketing has also been a boon to the brand: one of its recent Instagram reels garnered 21.5 million views. “It’s good, because it’s free marketing for our franchisees as well.”

Constantly pushing the status quo is part of the brand’s ethos. “We are an energetic, young, professional team,” says Lau. “We love innovating products.” The brand’s global reach not only gives franchisees a boost in name recognition but also allows them access to a global research and development team, extensive online training, and an international community of supportive franchisees. “We need voices from around the world to keep our product innovative and on trend.”

The brand’s replicable system makes start-up easy, even for franchisees with no background in food service.

Ideal Fuwa Fuwa franchisees will want to work in an open kitchen space where they can interact directly with customers while serving baked goods and specialty drinks.

Looking toward the future, Lau says the brand hopes to expand its selection of drinks and other products. “I hope we’ll be a neighbourhood cafe ... for people to just come and hang out—grab cake, grab pancakes, or just a coffee to go.”

Learn more at LookforaFranchise.ca

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

SNACK ATTACK

Qwench Juice Bar Janet Lawlor, CEO of Qwench Juice Bar in Canada, was a dentist by trade. But after selling her Newfoundland practice and moving to Oakville, Ontario, she was looking for something new, exciting, and unique. “I came across the Qwench brand and literally fell in love with it,” says Lawlor.

The U.S.-based brand was founded in Los Angeles and is built around smoothies, juices, and healthful dishes made from scratch with whole ingredients. “What differentiates us from other concepts in the same industry would be our approach to freshness,” says Lawlor.

Everything down to the almond milk used in blended drinks is made in store daily; juices are squeezed fresh from produce pulled from the bountiful veggie display behind the counter.

“Customers are very knowledgeable now about what goes in their products, and they want to know, so they can watch it being made from start to finish,” she explains. Everything, including popular acai bowls and savoury food items made with chicken, tuna, or tofu, is customizable and made to order.

Lawlor brought the concept to Canada in 2020, with the first store opening in Oakville in March of that year— right before the pandemic lockdowns. “It was an interesting start, but we kept at it,” she says. Now, more than

four years later, the brand has four stores in the Greater Toronto Area and is looking to expand westward. “We’re definitely open to new people who want to be on the forefront of health and wellness, [and] early adopters who see the benefit of new and fresh,” she says.

For now, the brand’s main challenge is educating potential customers on the health benefits of the product and getting the word out as a newer brand. “Once customers are in the door, I find that they enjoy the product,” notes Lawlor. Social media has been a boost, as happy customers are eager to post the brand’s photogenic, feelgood food. “I always joke, if you get a green smoothie from Qwench, you’re going to post that,” she says.

For those looking to buy a franchise, Lawlor says it’s important to do your homework. “Really understand the franchise model, and really love the brand that you’re buying. Because it’s going to be a big, big part of your life.

“It’s a big investment, so really look for something you love that you can stand behind. Make it a part of you.”

Learn more at LookforaFranchise.ca

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The Myths and Facts of Standout Customer Service Easy ways that small business owners can improve the customer experience—at every stage of their journey

N

o matter the sector, franchised small business owners face a mighty task each and every day: uphold their franchise brand’s guidelines and systems while catering to their location’s unique—and sometimes demanding—customer base. It can be a tough line to walk, and one that can make or break a business, if it’s not done correctly.

The good news is that there are many lessons to be learned from those who have been in new or struggling franchisees’ shoes. These tips, taken from the CFA FranTalks webinar “How to Create Customer Experiences That Inspire Loyalty and Increase Sales,” held July 17, 2024, are the result of a panel discussion by experienced, successful franchise leaders. With the right approach, and the right attitude, these best practices can help franchisees better fortify their business against disgruntled customers and respond to feedback in a timely, constructive manner.

FACT: Customer service starts before they enter your store Your dedication to customer service begins before they walk through your doors or call you to schedule an appointment: every interaction with the brand is part of their journey. Taking a high-level, holistic approach to setting and meeting expectations applies to everything from website design to SEO, which are often the first places potential customers will be exposed to your business.

This also extends to the aspects of your business they interact with before any service is delivered, such as the cleanliness of your location and staff uniforms, the

body language and tone adopted by employees, and how easy it is to reach your team by phone, email, or direct message. You and your team putting your best faces forward at all stages will go a long way in creating a return customer who is happy to recommend your business to whomever will listen.

MYTH: You must outdo your service every time The best way to wow your audience is to not just meet expectations but to somersault over them before it’s even requested. Right?

Not necessarily. Of course you want to improve your service at any opportunity, but by following this line of thinking, you are naturally setting your customers up for disappointment. Imagine: you provide outstanding service to a guest, but you aren’t able to live up to it, because the next time has to be leaps and bounds better, which isn’t only emotionally and physically draining but financially draining as well. It also means that your customers may not be loyal, as they are left guessing what kind of service they’ll be delivered each time they hand over their hard-earned money. And then, in order to win them back if they stray, or to find new customers to replace them, you will have to spend even more.

So, what should you do? Meeting expectations leads to “reasonable loyalty,” which is what you need to make them return customers and lower your operational costs in the process, as you won’t have to provide an unreachable level of service to keep them coming or to woo them back—both very costly endeavours. Set a standard at your location by following your franchisor’s guidelines:

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

THE MYTHS AND FACTS OF STANDOUT CUSTOMER SERVICE they have honed their system in a way that addresses the wants and needs of the brand’s target demographic. And after all, why should you mess with a good thing?

MYTH: The customer is always right It’s a time-honoured saying, but when you break it down, no—no one is right all the time, even if they are soliciting your services or purchasing your goods.

However, the topic is complicated. You obviously want to meet your guests where they are, and deliver what they want from your business; rationally, this will lead to return patronage and help improve your bottom line. But before stepping up to satisfy their every whim, consider the customer interaction from a sector perspective. For businesses that deal with customers on a personal level (for example, cleaners or movers who enter and work within homes), the service you provide does have to deliver exactly what your customer says they need. After all, you’re dealing with a sensitive situation, and handling items that could hold great emotional weight for the customer. However, the stakes aren’t quite as high for someone asking for a tweak to their burger or meal deal. When in doubt, trust the system and follow your gut.

FACT: You can use feedback to your advantage Though the customer may not always be right, their constructive criticism should always be welcomed, as it’s always valuable. Ask how they would have done things differently, or how they would make things right. Take their response into consideration for the current transaction and apply it to future customer experiences as well—the formerly upset customer will likely be thankful just to air their grievances, and they will be happy to see their suggestions incorporated into your approach during future visits. Feedback may be specific to a situation, but it can provide an opportunity to improve your processes and give a potentially disgruntled customer the chance to be heard—and in the end, that’s what everyone wants, from any interaction. Remember: complaints are just a way of telling you how you can make things right.

One easy way to stay on top of feedback is to monitor and respond to online reviews. Acknowledging shortcomings and thanking customers for their comments (whether positive or negative) in a public forum is a fantastic way to show that you care about their opinions and are working hard to keep them happy.

Email franchising@potikkis.com for opportunities to be part of the Canadian dream.

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AT A GLANCE Established: 1998 in Canada; 1980 in U.S. Number of units: Over 390 in Canada Investment range: $210,500 CDN to $293,500 CDN, plus working capital Contact: development@theupsstore.ca 1(888) 875-0007

Non-Traditional Opportunities With The UPS Store®.

The UPS Store Canada offers more than the traditional model typically located in strip malls or on main streets. Most recently, we introduced a store-in-store model within Walmart locations in Canada. This new relationship places our brand in direct contact with millions of customers in conjunction with one of Canada's leading retailers. A number of these non-traditional locations are now open in Ontario, Quebec, and Alberta.

The UPS Store Canada has an aggressive development plan related to this opportunity.

This is a multicentre franchising program and represents a great business opportunity for those who are ready to do the work required of this type of investment.

DISHING IT OUT WITH STYLE Pack the kiddies into the SUV, text your significant other that it’s date night, or invite the team out for a post-game bite—it’s time to discover some of the best and brightest full-service restaurants across Canada!

From brewpubs that specialize in trendy cocktails to diners with menus brimming with kid-friendly fare, these brands are answering the call of hungry patrons looking for a relaxing night—or morning, or afternoon—out. And when you’re through, visit LookforaFranchise.ca to discover many other foodservice franchise options with a diverse range of concepts that are searching for their next franchise partner.

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3 BRASSEURS

BĀCARO PIZZERIA

For nearly 40 years, the 3 Brasseurs brand has brought the character, charm, and delicacies of northern France to the world. Now the bistro has more than 80 franchise units across the globe, including three in Canada, and is looking to expand into additional markets.

This neighbourhood restaurant brings the atmosphere and flavours of Venice, Italy, to communities across Canada. Woodfired pizza and elevated Italian specialties, plus an international selection of wines and beers, make Bàcaro Pizzeria’s menu stand out in a crowded sector.

With a focus on providing perfect pairings of craft beer and traditionally inspired pub classics, and with three different restaurant models to choose from for a variety of investment capacities, 3 Brasseurs is an attractive option for those looking to invest in a unique foodservice concept that is already beloved worldwide.

Bàcaro has a range of investment options for one of three franchise models: retrofit locations, existing locations, and new buildouts. The company is looking to make its presence felt through franchises in suburban or urban areas with a minimum population of 50,000, often in malls, entertainment centres, power centres, and streetfront locations. Location owners can also benefit from its national advertising fund, which amounts to two per cent of gross sales, and a robust community of committed franchisees.

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BIG RIG KITCHEN & BREWERY A microbrewery with a macro-sized attitude, Big Rig Kitchen & Brewery serves up its signature “good beer, good friends, good food” mantra as it continues to expand in the Canadian fullservice restaurant market.

Those interested in purchasing a Big Rig location should know that the brand favours areas with a minimum population of 75,000, and locations must have high visibility with enough space for a patio. Urban, suburban, and downtown locations are the perfect places to deliver their unique approach to highquality brews and bites, and franchisees with unencumbered cash in the range of $575,000 to $625,000 would fit well in the Big Rig community.

BOSTON PIZZA INTERNATIONAL INC.

A well-known brand in the Canadian restaurant landscape, Boston Pizza celebrated the 60-year anniversary of the opening of its first location in Edmonton, Alberta, this year. Recognized as a platinum member of Canada’s 50 Best Managed Companies, selected by Deloitte, this family-friendly restaurant and sport bar under one roof offers its franchisees just as much as it offers its devoted customer base.

Franchisees pay a one-time franchise fee of $60,000, royalty contributions of seven per cent, and a national marketing co-op of three per cent. What sets Boston Pizza apart from other franchisors in the sector is that it collects no fees on alcohol sales, leaving more profit in their location owners’ pockets.

The brand has opportunities in three formats—new construction, restaurant conversions, and non-traditional restaurant opportunities—in many Canadian major markets, and with more than 370 locations within the country, new franchisees will be in good company.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

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CAFÉ 22

CARLOS & PEPE’S

Since its launch in 1999 in Winnipeg, Manitoba, Café 22 has been bringing its signature take on stone-fired pizza, beers, and wine to the city’s refined diners. A different approach to standard pizzeria fare, its two locations feature an extensive wine menu, served by the glass or bottle, and customers can even pay a small service fee to have their favourite Jones & Company wine ready at their table when they arrive.

From its vibrant décor to a menu featuring Mexican-inspired cocktails and other delights, Montreal’s Carlos & Pepe’s puts staying true to its roots at the forefront of its strategy, as it has since its founding 40 years ago.

The brand is currently seeking franchisees across North America to bring its unique bistro take on Italian staples to the masses.

For those looking to bring the flavours of Mexico (by way of Montreal) to their communities, locations are currently available in Canada as new builds or retrofit units in trade areas with a minimum population of 50,000. Restaurants have a projected cost of $1.2 million to $1.4 million, including a one-time franchise fee of $40,000. When you join the Carlos & Pepe’s team, as the brand says, “the south of the border has never been so close!”

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

CHUCK'S ROADHOUSE BAR & GRILL

COPPER BRANCH

One for the road? More like one for the roadhouse! With a look and feel that pays homage to traditional roadhouses, Chuck’s Roadhouse Bar & Grill continues to serve guests with the mantra of offering the best quality food for the best price possible.

As a Chuck’s Roadhouse franchisee, you will have exclusive access to food and beverage suppliers, equipment procurement, printing, and more, thanks to the company’s long-standing relationships with vendors. Franchisees are subject to a low 3.75 per cent royalty fee, and hands-on support is available through its head office, which leverages 28-plus years of experience in the foodservice and hospitality industry. Its marketing team also promotes the brand at a national level, providing brand recognition and exposure, and helps to maximize growth.

Learn more at LookforaFranchise.ca

Copper Branch’s unique 100-per-cent plant-based menu offers diners ample options for breakfast, lunch, and dinner, and appeals to customers who have sensitivities, allergies, or other food concerns. For prospective owners, their organic, gluten-free, and locally sourced ingredients attract a clientele interested in their health without sacrificing taste. Plus, as the system requires no grilling or frying, it takes only two to three weeks to train franchisees on how to operate their location.

A part of the Foodtastic family of brands, Copper Branch provides its franchisees with access to plant-based specialists in the foodservice industry and comprehensive training, as well as competitive fees, to set them on the right foot. Entrepreneurs searching for a forward-thinking concept that stands out would be a perfect fit for franchise ownership.

Learn more at LookforaFranchise.ca

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COYOTE UGLY SALOON

CRABBY JOE’S BAR∙GRILL

There are no holds barred at this bar! If you’re familiar with the 2000 movie Coyote Ugly or The Ultimate Coyote Ugly Search reality TV series, then you have an idea what Coyote Ugly Saloon has to offer. Launched in 1992 by then 24-year-old Liliana “Lil” Lovell, the risqué bar concept has more than 20 locations worldwide and a cult following.

At Crabby Joe’s, staff abide by the brand’s motto of “Cheers to a mediocre day!” In stark contrast to its humourously sour vibe, this casual dine-in restaurant prides itself on high-quality food delivered at a great value.

Franchisees benefit from the brand’s worldwide recognition as well as an international franchise program for selected candidates outside the U.S. that combines support with fun. While the total investment varies from $500,000 to $1,000,000 USD, the company has several non-negotiables for its location owners, including strong financial backing, ties to the community in which the restaurant will open, and a commitment to excellent customer experience. Experience in hospitality and business ownership isn’t a necessity but is strongly preferred.

The brand has expanded to 16 locations in Ontario, with the goal of expanding to the rest of Canada and beyond. Both its individual locations and company headquarters contribute to local and regional charity and community initiatives, including sports teams. Franchisees are required to have $650,000 to $850,000 in investment available, plus a $35,000 franchise fee.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

EGGSMART

ENOTECA MONZA PIZZERIA MODERNA

Since 2008, Eggsmart has been living up to its promise of serving great casual breakfasts with quality and value in mind, and a sunny aesthetic that goes over easy. Now with an expanded menu that includes lunchtime favourites, and with over 45 locations in Canada, Eggsmart franchisees are banking on the booming breakfast and brunch trend.

The company assists franchisees in many aspects of their business, including site selection and lease negotiation, sourcing ingredients and equipment, research and development, marketing, and more. While the cost of a location may vary, the total cost of opening an Eggsmart location is around $573,000, plus weekly three-per-cent advertising and five-per-cent royalty fees.

Traditional Italian culture emphasizes that food, family, and good wine are at the heart of a satisfying life, and that belief flows into every plate and glass served at Enoteca Monza.

Hinging its menu on simplicity, authenticity, and integrity, Enoteca has found a fanbase with its family recipes that were passed down from generation to generation.

The brand is searching for franchisees to take its name across Canada, focusing on urban, suburban, and downtown locations.

Serious candidates can expect to invest $1,600,000 to $2,200,000 into opening a location, plus ongoing five-per-cent royalty, two-per-cent national advertising, and one-per-cent local advertising fees.

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FAMOSO NEAPOLITAN PIZZERIA At the heart of Famoso’s quick-casual dining experience is a passion for authentic ingredients and traditional pizzamaking techniques. This full-service pizzeria, with an openconcept kitchen and relaxing atmosphere, serves up beloved favourites such as Neapolitan pizzas, Italian tapas, pastas, and sandwiches. The franchise system abides by the belief that the key to success is a strong commitment to excellent service and delicious food. Additionally, Famoso provides comprehensive training and operational support for the kitchen that is defining what a neighbourhood pizzeria should be.

HUMPTY'S BIG PLATE DINER No matter the meal, or what its customers are craving, Humpty’s Big Plate Diner can answer the call with its varied menu of homestyle classic fare. Serving up guest favourites such as its famous pan scramblers, hearty big plate breakfasts, fresh burgers, and homestyle dinners, there’s something for every member of the family, from the kids to their grandparents.

Entrepreneurial-minded franchisees who are looking for a family restaurant with a retro diner feel will find Humpty’s is a good choice to share their passion for providing good homestyle food and delivering family-friendly hospitality.

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JACQUES CARTIER PIZZA

L'GROS LUXE

With 14 restaurants within the South Shore neighbourhood of Montreal, and with a menu highlighting local ingredients, Jacques Cartier Pizza marries the culinary traditions of Italy with the brand’s francophone roots, to the delight of its customers.

A unique offering in the full-service restaurant space, L’Gros Luxe was founded on the principle that each location should adapt to the needs and wants of the community in which it lives. Add to that its commitment to eco-conscious approaches, brand recognition strengthened by a merchandise line and an upcoming in-store product line, and a varied, economical menu that includes plenty of vegetarian options, and you have a concept that founder Alex Bastide has spent more than a decade perfecting.

Owning a Jacques Cartier franchise location means receiving support in all aspects of business ownership, from design and construction expertise when preparing the site to proven market strategies that will elevate your restaurant’s presence within the local market. Ongoing operational advice ensures that franchisees are always on the right path to success.

Learn more at LookforaFranchise.ca

As a Foodtastic brand, L’Gros Luxe franchisees receive the same consistent, high-quality support that it applies to the other chains under its banner, including local and national marketing campaigns and support at all levels of business operations.

L’Gros is looking to bring its friendly service and delicious food to urban, suburban, and downtown locations in shopping malls and other areas are available across Canada.

Learn more at LookforaFranchise.ca

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LA BELLE & LA BŒUF

LA CHAMBRE

La Belle & La Boeuf (“Beauty and the Beef” in English) is a burger bar that takes its food and fun seriously by bringing mixology and tabletop gaming into its dining rooms. Its eyecatching ‘70s-inspired décor will appeal to burger lovers of all ages, and its recipe uses 100-per-cent Certified Angus Beef for an authentic, fresh flavour that foodies crave.

La Chambre is a sports-driven bistro concept that welcomes fans of all sports, leagues, and teams to dine on traditional fare that’s perfect for enjoying while watching the game. La Chambre brings the post-game locker room vibes to an inviting restaurant space. Customers can pair wings, nachos, poutines, ribs, and more with La Chambre’s lineup of in-house and locally brewed beers for a game-time meal truly worth celebrating.

This “anarchist sports bar concept” has opportunities for interested investors across North America, preferring locations with high visibility and a trade population of at least 75,000.

Parent company Foodtastic can help selected franchisees with determining the best location and provides ongoing support from set-up to launch and beyond.

With a projected cost of $800,000 to $1,000,000, and a national and local advertising fund into which franchisees pay, owning a La Chambre location means being a part of the larger Foodtastic family. The brand is looking to expand across North America, with a preference for locations in urban, downtown, and suburban areas that have space for a patio.

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MANDARIN

MILESTONES GRILL + BAR

An award-winning concept with a name recognized across Ontario, Mandarin offers Chinese and Canadian food in an all-you-can-eat buffet format as well as takeout and delivery options. Popular for birthday and anniversary celebrations, and with a catchy jingle that is the epitome of an earworm, its busy locations speak to the strength of the brand.

Date night and Milestones Grill + Bar have become synonymous in the Canadian restaurant landscape, and with good reason: its casual-meets-fine-dining approach and focus on familiar foods with a refined twist have been bringing couples into its locations for more than 30 years. Recognized for its brunch and cocktail options, Milestones offers a balance of quality and comfort that is beloved by return patrons.

Franchise locations are currently available within the province.

Shortlisted applicants must attend a training program at the company’s Brampton, Ontario, headquarters; franchisees are selected from this pool of talent following completion of the sessions. Franchisees can take advantage of the range of food on offer including traditional Chinese, soup or salads, grilled entrees, and desserts to satisfy several tastes at once.

Franchisees benefit from the strong branding and fanfavourite menu that Milestones offers. For entrepreneurs with unencumbered cash of $800,000 to $900,000 who are looking for an opportunity to join a company with proverbial legs, Milestones may be the perfect fit.

Learn more at LookforaFranchise.ca

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Learn more at LookforaFranchise.ca

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NICKELS DELICATESSEN

PACINI

Serving breakfast, lunch, and dinner since 1990, Nickels Delicatessen has a rich history backed by the star power of none other than Canadian royalty Celine Dion. Named after Celine’s lucky number (five, hence the nickel reference), she and her husband René were original investors in the brand, and though no longer involved she is still represented in the restaurant’s dessert menu with its Celine chocolate cake.

It’s been more than 40 years since Pacini introduced its signature take on Italian cuisine to Quebec. Unique menu items, such as its exclusive Bar à Pain (bread bar), and its curated wine list are just a small part of the brand’s standout offerings.

The brand also offers a specialized menu that varies by region and features gluten-free options. Now, with 25 locations in Alberta, Ontario, and Quebec, the company is eyeing other provinces in which to open its future restaurants, with the help of its enthusiastic and devoted franchisees.

As it looks to expand further across the country, Nickels is interested in partnering with enthusiastic franchise owners in urban and suburban areas, with locations clocking in at 3,500 to 4,500 square feet or more plus patio.

With several franchise models, including locations in hotels and those converted from former restaurants or tourism businesses, there are many attractive options for would-be franchisees.

Pacini’s Recognition Plan also helps in employee retention, and its constantly updated menu keeps customers coming back for more.

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RICKY'S ALL DAY GRILL

SHOELESS JOE'S

Ricky’s All Day Grill has been a beloved destination for breakfast, lunch, and dinner for over 50 years. Located across British Columbia, Alberta, Yukon, Saskatchewan, and Manitoba, Ricky’s serves up diner favourites that have delighted generations of Canadians. Whether you are craving a hearty breakfast, a satisfying lunch, or comforting dinner, Ricky’s is the place to be.

Shoeless Joe’s is a sports grill that prides itself on standing out from the crowd. With the goal of creating the “ultimate fan experience,” the restaurant concept has been serving up wings, burgers, beers, and cocktails to its own fans for nearly 40 years.

Ricky’s All Day Grill excels with a customer-focused culture that is evident on every level of the brand and company. Offering competitive start-up costs and a national network of supportive, like-minded franchisees, Ricky’s is an attractive option for entrepreneurs looking to partner with a known brand that has staying power. The company is dedicated to continually improving its menu offerings through ongoing research and cost monitoring, which means that each location evolves alongside the tastes of its customer base.

Learn more at LookforaFranchise.ca

There’s ample opportunity for interested investors looking to purchase a Shoeless Joe’s location, including new builds and retrofits. Selected sites must have high-volume traffic and ample parking, with favour being given to locations in shopping or entertainment centres, free-standing buildings in power centres, and streetfront locales.

Learn more at LookforaFranchise.ca

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SUNSET GRILL More than 100 Sunset Grill locations across Canada means that the brand is well recognized in almost every market, with fans of its breakfast and lunch offerings returning time and time again, due to its consistent high quality.

Limited dayparts mean franchisees can enjoy good work-life balance and benefit from high profit margins of up to 20 per cent on all net sales. The brand provides support in the form of comprehensive training, and franchisees report low staff turnover alongside streamlined operations that allow them to focus on what they do best: providing their guests with delicious meals.

SYMPOSIUM CAFE RESTAURANT & LOUNGE With upscale décor and a menu featuring classic dishes and signature cocktails, Symposium Cafe Restaurant & Lounge has been dazzling diners since 1996. Whether customers are looking for a casual brunch or a celebratory dinner, Symposium delivers what they are craving.

The brand has been recognized with the CFA’s Franchisees’ Choice Designation 14 years in a row, which acknowledges outstanding franchisor-franchisee relationships. Numerous franchise opportunities are available within Ontario for investors who want to bring fresh, quality meals to customers in a welldesigned restaurant concept.

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WHITE SPOT RESTAURANTS

Full-Service Stats

British Columbia-based White Spot has been on the scene for almost 100 years, delighting guests with classic menu items and seasonal recipes that satisfy every member of the family.

Its burgers have garnered a loyal fanbase, thanks much in part to its “secret” Triple “O” Sauce and use of quality ingredients.

Named one of Canada’s best managed companies, White Spot is proud to partner with passionate franchisees who care about great hospitality and great-tasting food. For those with the necessary business acumen and financial resources, the company provides nearly a century of insights and guidance into service excellence, kitchen labour efficiencies, supply management, state-of-the-art training programs, and much more.

Curious to learn more about this popular franchise category? You’ve come to the right place!

In Ontario alone, full-service restaurants are expected to grow to an annualized $20 billion in revenue by 2024. At a national level, they are positioned to surpass $46 billion in revenue.

Across Canada, there are nearly 79,000 full-service restaurants, employing more than 600,000 people.

A 2022 public opinion survey showed that 74 per cent of Canadian consumers have a positive view of foodservice workers— that’s the highest of any of the country’s private-sector industries!

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The largest segment of this category is Asian restaurants, followed by those that serve pizza.

Sources: IBISWorld, Restaurants Canada

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

Franchisors know the strength of brand awareness, that brand loyalty is essential, and that their location owners need to be their biggest cheerleaders. These examples demonstrate that, whether a system is comparatively new or one that’s been around for some time, successful brands will embrace their franchisees and the important role they play in the company’s success. BY DAVID CHILTON SAGGERS Pizza 73

One of the benefits of investing in a Pizza 73 location is its high profile and strong appeal, says Paul Rice, vice president of operations and development.

“Pizza 73 is a very strong pizza brand,” explains Rice. “It’s been around since 1985, and we are dominant in the Alberta and northern Saskatchewan markets.”

Other advantages include strong system support, expert advice, and the size and strength of Pizza Pizza Limited, Pizza 73’s parent company.

To take advantage of and prosper from the strength of Pizza 73’s brand, Rice says investors should have pride in the product right out of the gate, have a solid foundation in customer service, and “it definitely helps to have a background in a sector such as quick service restaurants.”

Incoming franchisees come from all walks of life, but Rice says he sees professionals who have worked in the pizza segment in the past and want to return as business owners.

There are 89 Pizza 73 locations, 80 of which are joint ventures between Pizza Pizza Limited and one or more shareholders, that can be found in large Alberta markets such as Edmonton and Calgary. The other nine within the province are franchised (the first launched in 2016) and are in smaller communities such as Taber, Drayton Valley, Cold Lake, and Strathmore; another three are being readied in Alberta and Saskatchewan.

Rice explains that the company has historically looked for towns of at least 25,000 in which to expand the system, and while Pizza 73 will continue to develop in established

markets like Calgary, Edmonton, and other large cities in Alberta, there are exciting plans to grow franchise opportunities in smaller markets across the region.

Regardless of location, Rice explains that Pizza 73 has “every category covered” when it comes to customer demographics, and while Pizza 73’s menu has something for everyone, the system has a strong focus on group eating occasions and ordering, offering first-class pizza made from fresh dough every day and additional menu items like poutine.

As for dining hours, Rice says, “Dinner is definitely our bread and butter.” As a changing economy leads customers to pull back from dining out, Pizza 73’s domination of dinnertime diners has slipped slightly, but it’s rebounding, and delivery revenue remains strong. The company is also beginning to sell slices at more locations and has begun to target expansion during the lucrative lunch and late-night hours.

Most Pizza 73 locations are new builds, says Rice, and the cost of a franchise is between $450,000 and $500,000.

Training takes place in a top-performing store in Calgary or Edmonton, lasts four to six weeks, and focuses on communications and building relationships, given that customer satisfaction is paramount for the brand.

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Harvest Clean Eats

Connor Stoilov gets straight to the point when he’s asked about expansion for his four-year-old system, Harvest Clean Eats. “Really, our goal is to expand across the country. We believe Canadians deserve better fast food,” he says. That means extending the brand’s presence from its homebase in Atlantic Canada, where it has one corporate store, and eight franchises in New Brunswick, Prince Edward Island, and Nova Scotia. Stoilov, the founder and CEO of the brand, says that its first Ontario location will open later this year, with others to follow in the Greater Toronto Area, Ottawa, and Kingston in 2025. “We’re on a mission in the next five years to have 100 locations,” Stoilov explains.

As its name suggests, Harvest Clean Eats offers healthy food options in a fast-casual dining setting. On the menu customers will find items like a Mexican black bean bowl, a Thai peanut burrito, and a chicken avocado pesto wrap or panini, as well as salads, smoothies, and specialty coffee.

Stoilov says the target customers for Harvest Clean Eats are millennials, those with an active lifestyle, and business professionals who are looking for high-quality food. He notes that at the moment his customer base skews more female than male, and that’s reflected in who’s interested in owning a franchise location, too. “Our concept opens the door to attract female franchise partners,” says Stoilov, who explains how his system offers both single- and multi-unit opportunities and that he

looks for hands-on operators with a positive attitude, although they don’t need a background in restaurants.

Harvest Clean Eats locations include new builds and conversions, and the size of each varies, from the smaller 400-square-foot location in the Halifax Shopping Centre’s food court to Stoilov’s ideal size of 1,300 to 1,800 square feet.

Streetfronts, airports, hospitals, and college and university campuses are all fertile ground for a franchise, he adds.

The cost of a franchise runs from $385,000 to $700,000.

Training takes two weeks at the corporate store in Halifax, though there’s continuing instruction after that, and support staff is on hand at new locations before they open.

Asked what contributes to owning a successful franchise, Stoilov emphasizes the importance of “getting behind the brand,” recognizing that the guest experience is about more than someone just buying a meal, and employing the soft skills that are taught to franchisees during their ongoing training. As for the benefits of a Harvest Clean Eats franchise, Stoilov says better eating habits among millennials and Gen Z foodies mean strong customer loyalty, there’s a robust support system for investors, and the brand’s work with local suppliers and vendors showcases a commitment to the community.

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Prairie Donair

A love of food and an enterprising spirit are two constants in Joshua Bagchi’s career. And those traits helped him on his journey to becoming the CEO of Prairie Donair, the largest chain of donair shops in the country.

Bagchi was working as a food sales representative in 2010 when he took the plunge and acquired an underperforming donair restaurant in Regina, Saskatchewan.

That meant, Bagchi explains from head office in Regina, that he was working at two jobs—as a sales rep and as a donair cook.

By 2015 he’d paid off the debt from buying the now successful restaurant and opened a second location, also in Regina, that took two years to turn a profit. When he opened a third Prairie Donair in that city, it made money in less than six months and Bagchi hasn’t looked back since.

He started expanding to other cities in 2019 and sold a store in Regina and another one in Swift Current, about a two-and-a-half-hour drive east of the provincial capital.

Now there are 40 Prairie Donair locations, with most in the three Prairie provinces, plus one in White Rock, British Columbia, and another in Sault Ste. Marie, Ontario.

Bagchi maintains one corporate store in Regina. He says he’s looking for developers to help him expand in Ontario, the most populous province in Canada.

A new turnkey Prairie Donair location will cost between $250,000 and $270,000. The sweet spot for his stores is about 800 to 1,000 square feet because “we don’t want to get too big,” says Bagchi. Franchises are usually in strip malls that have an anchor client, and he has his eye on a drive-thru operation. The majority of his customers, some 80 per cent of them, are millennials, Bagchi explains. However, he is mindful of the older market segment and how much they like donairs, which became popular in Halifax in the 1970s. The donair is shaved beef, onions, tomatoes, and spices served in a pita. It has

its origins as a street food, which was adapted when it came to Canada’s east coast.

As for the qualities Bagchi looks for in potential franchisees, he says he wants a strong work ethic and an understanding of the food business and its financial aspects. They must also really care about the market segment they’re in, Bagchi adds. Prairie Donair now brings its new franchisees to Regina for their training, which lasts from four to six weeks in the brand’s stateof-the-art, recently launched facility. “It’s [in the] classroom and on the floor,” he says. “It’s on the floor where we want people to learn.” The city will also soon be home to Prairie Donair’s first franchise location with its latest cosmetic and production upgrades, designed to allow staff to produce donairs and other menu items 20 times faster than before.

Investing with Prairie Donair brings numerous benefits, says Bagchi. There’s the product itself, a growthfocused head office with national ambitions, strong support, and a very good personal benefits plan for franchisees, including a pension scheme.

Bagchi is candid about the first effects of the pandemic: “When COVID hit, my sales tanked.” However, being the entrepreneur that he is, he got to work building an online ordering system that took off immediately.

In addition, he fielded many requests about acquiring a franchise and in 2020, he opened 17 new Prairie Donair locations.

This profile originally appeared in the September/October 2023 issue of Franchise Canada.

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NEXT GENERATION IN FRANCHISING

THE INSIDE SCOOP

The newest Nani’s Gelato franchisee is proving that franchising is a—pardon the pun—cool solution for millennials interested in owning their own business

BY RACHEL DEBLING

Staffer Emma Gosse and owner Karan Kapoor

L

egend has it that gelato, the popular ice milk treat, was created in the 16th century in Florence, Italy.

A trip to lo Stivale (“the Boot”) lends credence to the origin story, with picturesque streetcorner shops often serving the delicacy, usually in traditional, beloved flavours such as chocolate and pistachio.

But where there’s a good idea, there’s always room for improvement.

Nani’s Gelato, under the guidance of founder Parry Sohi, has taken the European dessert and enhanced it for the multicultural Canadian market, in turn attracting customers of all ages and backgrounds—and young entrepreneurs wanting to stake their claim in the franchise industry.

Take Karan Kapoor, Nani’s newest franchisee, who opened his Burlington, Ontario, location in June of this year. At 34 years old, he left his banking career to enter small business ownership, with the encouragement of family members who have franchise industry experience themselves.

One thing that appealed to him as he and his wife were exploring investment options was that Nani’s is a smaller brand that’s newer to the market.

“To be very honest, when we first applied for Nani’s, it wasn’t high on our consideration list of franchises at the time,” Kapoor admits. “I mean, I love the product. I tried it [at] multiple locations, the quality was fantastic, and my wife and I thought that the gelato was absolutely delicious.”

What sealed the deal was that, since it’s an emerging franchise brand, Kapoor felt Nani’s doesn’t have some of the issues that can come along with larger, more estab-

lished franchises, such as fewer available or nearly overlapping territories and an over-saturated market.

“With newer, younger franchises that are just starting to come up, you can grow with the franchise, and there’s a lot more flexibility and openness [to new ideas].” And luckily for Kapoor, the company agreed he was a good fit, and much to his surprise, the day after he submitted his application, he received a follow-up call.

Taking the time to make it right The entire onboarding process lasted just over a year, from Kapoor investigating his options in March 2023 to signing the franchise agreement in the summer of the same year, to finally opening his location this past June. Though it may seem like an inordinate amount of time to those unfamiliar with the industry, Kapoor feels it truly flew by—especially since it was around this time he and his wife added another project to their busy schedule in the form of their daughter, who is now almost two years old.

For Kapoor, one of the biggest advantages of signing with Nani’s is the strong relationship he’s built with Sohi who, even as the owner of the brand, finds time to mentor him in his path to business success.

“He’s been so hands-on and supportive,” raves Kapoor. “I call him 10 times a day. And every single time he answers the phone, he’s happy to answer any questions I may have.”

Plus, the training he undertook prior to launch taught him the ins and outs of the entire system, in a condensed time frame. “We had a two-week training program where they taught us how to make the product; how to run the

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kitchen, back of house; how to manage the operations, front of house; and everything else.”

Kapoor’s location currently employs seven staff members, including Emma Gosse, a shift lead at the shop who is balancing part-time work with her college studies. She also has nothing but positive things to say about her Nani’s experience. “The gelato is a great bonus,” she jokes.

“We don’t have a hard-and-fast rule,” says Kapoor about his approach to hiring part-time versus full-time staff. “We just need good people who are good with customers, who always have a smile on their face, giving the best customer service possible, because we really pride ourselves on that.”

Standing out in the crowd The value proposition of Nani’s is simple: mouthwatering, imaginative gelato flavours made in-store by hand daily. Each location builds its menu from a selection of more than 200 varieties and changes the lineup every two weeks. And while standard-issue flavours are always available, its more creative options provide Nani’s artisanal foundations. Kapoor says that flavours like rosewater cardamom, vegan pistachio almond kulfi, and matcha attract a South Asian clientele, while interesting combinations like mango and lychee, basil and lemon, and cereal milk (which involves soaking corn flakes in vanilla gelato overnight to surprisingly delightful, slightly crunchy results) have helped build a fanbase of customers who frequent the Burlington shop multiple times per week.

The name itself is a nod to Sohi’s family history. As a child, his mother and nani—the term for maternal grandmother in India—instilled the importance of using the freshest ingredients when cooking. Add to that his father’s experience as the owner of a soft-serve ice cream parlour, and joining the foodservice sector was a no-brainer.

“Parry is fantastic; he really knows what he’s doing,” says Kapoor. “He’s built up the brand very slowly and carefully, and we’re growing really fast. And the support system’s been fantastic.”

Though it’s still early in his business ownership journey, Kapoor is excited and optimistic for what’s ahead.

Without hesitation, he says he would recommend the franchising pathway to anyone looking to make the leap themselves, especially for those who may be in their early to mid-thirties.

“Obviously this is just my experience and my perspective, but the younger you are, I think the more appetite [you have] to take a risk and a gamble on something,” he says. “I mean, obviously there’s still a lot to lose, but the appetite is there.”

He does caution that franchise ownership is not for the faint of heart, a fact that is becoming more and more apparent each day he opens his doors. “[You are] emotionally, financially, and physically invested in the store,” he explains. “No matter how much you’ve been warned, to see it and experience it for yourself is completely different. And it’s exhausting.”

But Kapoor is also invested emotionally in the Nani’s Gelato brand, speaking with pride about how far it’s come and where it’s going.

“The sky is the limit, especially the way they’re growing,” he explains. “They have a good team, and they’re building slowly but steadily.” It’s an approach that, as an investor, he truly appreciates, and one that he understands and trusts 100 per cent. “I’m glad we’re doing things a little differently and we’re taking a more calculated approach.”

In fact, he’s so impressed by the concept that Kapoor hints he may consider opening another location down the line. And though only time will tell, if the sweltering heat continues to creep into autumn and beyond the Greater Toronto Area will certainly need some extra relief in the form of more frozen—and truly inventive—treats.

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LEADERSHIP PROFILE

CHARGED UP AND IN CHARGE

With a long history in the C-suite of Mr. Lube + Tires֫—formerly Mr. Lube Canada— president and CEO Pamela Lee has unmatched knowledge of the inner workings of the company and where it’s going in its branding renaissance

BY JORDAN WHITEHOUSE

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LEADERSHIP PROFILE

T

ake a look at Pamela Lee’s LinkedIn profile, and one thing quickly becomes clear: she likes working for fast-paced, dynamic, and high-growth companies. In a word, innovative ones.

When she was getting her chartered professional accountant licence, for instance, she apprenticed at various tech start-ups. Later, there were her four years at cutting-edge telecommunications company 360networks, followed by another three years at Bell as the director of performance management.

So in 2007, when the chance came about for Lee to join Mr. Lube Canada as the vice president of finance, she jumped in with both feet. “I immediately loved it,” she remembers. “Automotive is just a cool industry already— it’s a global powerhouse, everybody can relate to cars— but it was the constant innovation that drew me.”

It also helped that Lee joined the company at a unique point in its now 48-year history. Boston Pizza International Inc. had just acquired an equity stake in Mr. Lube, injecting decades of experience in running a successful national franchise chain. Before then, the company had been mostly family-owned, and the new board of directors wanted to balance those strong family values with a management team that could enhance the governance and corporate structure to support franchise growth.

It really was the best of both worlds for learning, says Lee. “Going into those board meetings was like going into Dragons’ Den every quarter. We would have to be on point, totally prepared, and I don’t know of any better way to make you a better professional, better executive, than going through that type of training.”

Now, 17 years and a few C-suite promotions later, Lee is putting all that training to use as Mr. Lube’s newest president and CEO. A lot has changed since her early days—from the franchise growing to 175-plus locations nationwide to its recent rebranding to Mr. Lube + Tires— but she says that the company’s focus on innovation and the success of its franchisees has remained constant.

Looking forward, Lee says her role is all about building on the historical foundations of a company that has become the Canadian leader in quick-service oil changes and preventative maintenance. “There are three pillars that we stand for: building our brand, delivering exceptional customer experience, and growing franchise profitability,” she says. “And so now as we supercharge our growth, I see my job as doing so while strengthening our culture around those values.”

Evolution of a leader That historical foundation that Lee talks about is a storied one. The business started on something of a whim by a young stockbroker from Edmonton, Alberta, named Clifford Giese and his dad, Arnold. The two thought that oil changes should be done quickly while you wait, so they came up with a plan for a new business: fast, hasslefree oil changes, without having to make an appointment.

They were clearly on to something. In 1976, the fatherson duo opened their first Mr. Lube in Edmonton, and by 1981, they were franchising. Fast-forward to 1986, and there were 47 Mr. Lube locations across Canada.

That pioneering spirit has become part of the company’s DNA, says Lee. Not only did franchising start

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LEADERSHIP PROFILE accelerating over the years, but the service offerings also started diversifying. “When we began back in 1976, it was all about the oil change,” says Lee. “Now over half of our revenue comes from sources other than oil changes—things like maintenance work, light mechanical, and tire services.”

The tire sales and repair business is here to stay, she adds, hence the rebranding to Mr. Lube + Tires. It was a savvy move that also took into account the coming boom in electric vehicles (EVs), which have been found to wear out tires up to 20 per cent faster than internal combustion vehicles.

EVs and evolving vehicle technologies in general have been a point of focus at the franchise for several years now, says Lee. “Even though the adoption rate of EVs hasn’t been as fast as what people might have thought, we know that vehicle technology is constantly changing.

Whether it’s an EV or some other source of power, we remain committed to innovating and training our people so we can always be prepared for what comes next.”

Technology has been a great accelerant for innovation, Lee says. A company’s technology platform has the ability to greatly enhance a customer’s experience while also facilitating the workflow for its frontline workers.

This is a big reason why the company is heavily investing in technology, she says. “We want to make sure our customers receive relevant messages from us. Gone are the days, for instance, for customers to get a reminder to come for a service they’ve just done. Technology allows us to engage predictively with our customers.”

All these investments fit into the company’s ethos of being “future-facing,” says Lee. “And that requires innovation. We’ve got what we need for today, but the challenge is really understanding where the industry is going, how to prepare for that, and laying the bricks and foundations today for that future.”

Putting people first Franchisees play a huge part in preparing for that future, says Lee. When the company looks at investing in a new technology or service, for instance, those decisions are often largely informed by input from franchisees.

“A lot of our franchisees have been with us for decades—about 40 per cent of our locations are run by second-generation franchisees,” says Lee. “They know the business, and that allows us to really work with them and talk about where we want to be in the future, and how do we get there.”

For new franchisees, Lee says the company makes the whole onboarding process as turnkey as possible. The initial training program is about three months long and includes both online and in-store instruction with other franchisees and a dedicated franchise coach. Franchisees also have access to a payroll service provider they can

“WE LOVE HEARING FROM OUR FRANCHISEES. WE TALK TO THEM ALL THE TIME. AND I KNOW THAT OUR FRANCHISE SYSTEM IS SUCCESSFUL BECAUSE OUR FRANCHISEES ARE SUCCESSFUL, AND THAT COMES FROM A LOT OF COMMUNICATION.” use, and the brand has insurance options and partnerships with all the big banks if they need financing support.

“We don’t expect franchisees to know everything, especially when they’re just coming in,” says Lee, “so we make it very easy for them to understand what they’re getting into.”

One of the biggest expectations is that franchisees truly care about the customer experience. It’s a peopledriven business, says Lee, so franchisees have to show a willingness to invest in their people, be in front of their customers, and do everything they can to ensure customers are receiving the best service possible.

Finding partners with that kind of people-first mentality isn’t always easy, admits Lee. But that’s okay; the discovery process for both franchisors and franchisees takes the time it needs to. Her advice to any prospective franchisee is to do their research, have extensive talks with franchisors and franchisees, and make sure that they understand what the brand stands for and what’s expected of them.

“But I wouldn’t stop there,” says Lee. “Once they join the company, they need to continue to communicate. We love hearing from our franchisees. We talk to them all the time. And I know that our franchise system is successful because our franchisees are successful, and that comes from a lot of communication.”

As for the advice that Lee tries to take herself these days, it’s simple: take more time to stop and smell the roses.

“Looking back to when I first started here, I wish I knew how fun it was going to be,” she says. “It’s been an incredible journey, and I get to work with a wonderful group of franchisees, vendor partners, and employees.

The past 17 years have gone by so quickly. I wish I would have taken more time to enjoy every moment—which is exactly what I’m trying to do now.”

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A DAY IN THE LIFE

Sipping Success A bubble tea franchisee is taking an existing Chatime location in Maple, Ontario, to all-new levels

BY SUZANNE BOWNESS

V

ictor Kwan always knew he wanted to own a bubble tea store. After all, he recalls many happy hours spent as a customer in bubble tea shops, hanging out with friends, playing cards, and feeling like a part of a community.

So, when the Chatime franchise in Maple, Ontario, a neighbourhood in Vaughan, north of Toronto, came up for resale in April 2023, he was ready to buy in. “I always wanted to own a store, this was on sale, and I took the opportunity to buy it,” says Kwan, adding that he also valued the brand. “Chatime is a top name that comes to mind, and the franchise is well organized.”

A business consultant who has previous restaurant experience, Kwan says that both facets are important to have as a franchisee in the Chatime system, with the latter perhaps the most valuable, given the importance of knowing how to interact with customers. When he contacted

the franchise, Kwan says he tried to show his enthusiasm for the business, and to build a business case for how he would run the store during the vetting process.

Getting started Since his location was pre-existing, Kwan wasn’t starting from scratch, although he did go through the same training as any franchisee, which included learning the franchise’s business processes, payment systems, ordering, scheduling, and products. And, of course, how to make bubble tea. Lots of it.

“You go through that process, get the in-store training, then we went to the head office in [nearby] Markham to learn to make the drinks in a low-stress environment.

They bring all the staff in there to practice, and you learn to make different bubble teas,” he says. The training process takes a couple of weeks, full time.

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A DAY IN THE LIFE

“I enjoy the business aspect of running the store, as I get to practice my leadership and managerial skills. It’s both humbling and rewarding, as there is much to learn and implement.”

For better or worse, Kwan’s first day in business was no less busy than if he had opened a brand-new store; in fact, it was probably busier, because the franchise had an existing customer base. “It was hectic,” admits Kwan.

“It’s a little bit like starting a new job: you have to learn how to do everything. At the same time, the customers expect the level of service they [experienced] before.”

Kwan says he was fortunate that the past owners allowed him to train in the shop, and he also got a break in the weather—last April began cold but later had a hot spell that produced a boom in business. Still, that first month, he and his team were all hands on deck with the store operations: opening, closing, training, doing inventory, and ordering.

In the months since, Kwan has been figuring out the rhythm of his store. The hours are 11:30 a.m. to 10:00 p.m. from Sunday to Thursday, remaining open on Fridays and Saturdays to 11:00 p.m., and at this point his schedule involves stopping at the shop for two to three hours about three times a week to handle staff development and inventory operations. He manages the rest of the administration, including payroll and scheduling, mostly from his home office so that he can spend his time at the store coaching staff.

Building a strong team Staffing has been the biggest moving piece of his business, as the previous owners, who were working in the store, moved on with the change in ownership. With only four or five staff at the start, Kwan ramped up hiring to the point where he now has about 14 employees, all parttime. “My staff are great! It’s a fun time when I go into work and discuss the business,” he says.

As an owner, Kwan spends a lot of his time in staff development and training his team and working to improve the store. He tackles problems methodically and works with his team on solutions. For example, when he took over his location, the shop’s Google review rating was 3.6/5.

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“We took the opportunity [to improve] and started creating mini projects,” recalls Kwan about how he and the team slowly worked on the challenge. One feedback point in the reviews was that the store was a bit messy, so they developed a cleaning process and schedule to ensure it was always clean. Another was the impression that staff seemed unfriendly because they were unable to recommend drinks to customers, so Kwan put a stronger focus on training to help servers know the difference between drinks and how to make recommendations when customers described their tastes.

Today, the restaurant is up to 4.5/5, a huge improvement. A sampling of top reviews now includes “Stellar service, quality, and location” and “I’d recommend ordering pickup online as the place was packed.” Not only is the love pouring in online, but they consistently get compliments in person. “Customers will often say, ‘You guys are my favourite Chatime, your staff are so friendly,’” says Kwan proudly. His store also recently won a best customer experience award from the franchise.

These sentiments also add to the sense of community that Kwan is working to establish long term. He notes that his store isn’t in a mall, but is close to a supermarket, so people have to make a special trip. This is another motivation to continue to focus on the customer experience. “Our current marketing strategy has been to promote ‘bubble tea dates,’” explains Kwan. “They range from romantic to non-romantic dates and highlight that bubble tea is a great social activity.”

Overcoming obstacles As for the challenges of the business, one is the cost of operating—from ingredients to labour to leasing— especially in this economic climate. Another is the fact that bubble tea is a crowded space these days, meaning

that staff have choice in where to work, and customers have choice in where to buy their bubble tea, says Kwan. He tries to never take either group for granted and notes that this knowledge is part of the reason he chose franchising—and it’s also why he works so hard on customer service.

“I would say that Chatime is an ecosystem already, with their marketing, point-of-sale systems and tech integrations, scheduling system, and training, so you don’t have to develop all that before going into business,” he says. For Kwan, one of the joys of franchising is just being part of that ecosystem. “I enjoy the business aspect of running the store, as I get to practice my leadership and managerial skills. It’s both humbling and rewarding, as there is much to learn and implement.”

In terms of advice, Kwan advises patience and resilience as two top personal qualities that owners should possess. “In business, there’s always something to fix, always paperwork and sales, always a worry if you don’t have enough staff. You have to enjoy being accountable and responsible for all that. You have to enjoy the ups and downs.”

So, what’s next for Kwan? He says that his current goal is to increase profitability, create systems and reminders that will keep his staff operating at a high level, and grow his community—all while drinking cup after cup of his favourite bubble tea (currently matcha roasted milk tea) to remind him of his early days when he started this journey as a customer.

Learn more at LookforaFranchise.ca

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THE FIRST YEAR

Something to Taco ‘Bout

A positive attitude, a willingness to pivot, and trust in the system helped Quesada Burritos & Tacos franchisee Shobhit Gulati ride out the growing pains during a rocky first few months

BY RACHEL DEBLING

T

here’s no doubt about it: Canadians love their Mexican food. Of all foodservice outlets in Canada, three per cent serve Mexican-inspired cuisine, according to Verdict Food Service, and Mexican cuisine grew steadily compared to Canadian restaurants in 2023, driven by an increase of Mexican outlets and non-Mexican restaurants infusing their menus with Mexican dishes.

One such outlet is Quesada Burritos & Tacos, a Foodtastic-backed quick service restaurant (QSR) that caters to Canucks who crave cuisine from south of our southern border. And in Duncan, British Columbia, franchisee Shobhit Gulati is bringing Quesada’s take on Mexican food to his West Coast community.

But he admits that things weren’t always smooth sailing. In the first year of business, Gulati and his team were hit with an onslaught of challenges they “could have never thought of.” With a little luck and a whole lot of gumption, he’s persisted, pulled through, and came out stronger than ever on the other side.

Getting a taste for tortillas Prior to opening his location in March 2023, Gulati studied at Vancouver Island University where he attained his bachelor’s degree in business administration before shifting

to the HVAC/sheet metal industry for five years. He also spent time getting his feet wet in the foodservice industry by working part-time in restaurants. Through his varied background, he developed the operational acumen to successfully helm a business of his own. But his personal connection to the brand attracted him to the opportunity.

“For me and my wife, our love for Mexican food introduced us to Quesada,” he remembers. “We used to love going to Quesada for our date nights, which is why we knew if we ever want to go into [the] restaurant business, this would be it.”

After signing the franchise agreement and undergoing the brand’s intensive three-phase training, two online and one in person (which lasted four weeks and two weeks, respectively), Gulati was prepped and ready for launch. The in-person phase was particularly rigorous, but he credits that time with preparing him for everything to come in his day-to-day operations. Soon enough, they were ready to throw the doors open.

“When we first opened the restaurant, the response was quite overwhelming,” he admits. “We met with customer after customer who had nothing but positive things to say about Quesada and the food. I wish I would have devoted more resources to opening the restaurant sooner rather than later!”

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The storm before the calm But shortly after opening, he detected a few unforeseen issues that were completely outside of his and the franchisor’s influence.

For starters, Duncan is one of Canada’s smallest cities, spanning only a couple kilometres, and Gulati and his wife live on a remote island nearby where, due to a low population, staffing has always been an issue. The solution? They hired friends and family “who had the same vision and would be a good asset” to their store and did what they could with the workforce they had. Not only that, the remote location proved difficult to stock, a major downfall for a QSR brand.

“We were shocked to see the high cost of fresh food in comparison to [what was available on the] mainland,” he recalls. Although the supply issue was unexpected, they learned how to adjust for their store’s unique challenges, much in thanks to the support of Quesada. “Over time, we became more cautious and efficient, and with the help of brand-given prep lists and standards, now our food wastage is almost negligible.”

One of the main benefits of becoming a Quesada franchisee is its straightforward approach to business operations, according to Gulati. This level of support helped Gulati and his franchise location weather the initial storm. Still, previous business knowledge and experience will certainly “give you an edge,” he shares.

Benefits of franchise backers Another bonus of being connected to the powerhouse franchise company Foodtastic is the durability that comes with being in community with a thousand-plus group with decades of business ownership experience— and of course, the power of the Quesada name.

“There is always an underlying trust when a customer walks into a franchise,” explains Gulati. Plus, over the past several years, the brand has made big changes that have tangibly impacted in-store sales.

“I believe each and every change has helped the brand in a positive way, be it a change in foodservice providers to changing the menu and its display, and the addition of Frito Lay and changing from Pepsi to Coke.” All these small adjustments added up to a better customer experience and higher-quality output, developments that customers can taste and see.

Despite the first few hiccups—and according to Gulati, thanks to the unmatched level of support Quesada offers its franchisees—the location is thriving. As a testament to that fact, Gulati doesn’t hesitate to recommend the system to those searching for a viable business to invest in.

“The Foodtastic family is always available in case we stumble upon any hurdles,” he explains. “Operating Quesada offers flexibility, interactions with great team members, and it’s always a pleasure engaging with happy and satisfied customers.” Even more proof he’s not exaggerating: he and his wife are eager to open another Foodtastic location in the future.

“My advice to others is just trust the franchise model and go with it. If they will follow all the given checklists, recipes, and brand standards, it would be nothing short of great.”

Learn more at LookforaFranchise.ca

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COMING TO CANADA

Steeped in Tradition

Meet Chaiiwala of London, an international franchise system that hinges on the social experience and is looking to Canada for its next big market

BY GINA MAKKAR

A

cross India, chai has a rich history that symbolizes warmth, comfort, and hospitality. Chai wallahs (tea vendors) are an anchor in their communities, serving beverages with their sweet aromatics of ginger root, cardamom, and clove, and enticing tea drinkers from all walks of life to pull up a seat and have a cup.

Inspired by the feel-good nostalgia of home, Chaiiwala of London first opened its doors in the United Kingdom in 2015, the concept a nod to its Indian roots and the tea stall created by its founder’s forefathers in 1927. Today, it has 110 locations in three countries. As part of the brand’s global expansion plan, Surrey, British Columbiabased friends and business partners Shiraj Kothiwala and Ajmal Gundhra secured the Canadian franchise rights. Their goal: to foster the same sense of togetherness in North American communities that chai drinkers

experience across the world. “Chai was not a popular drink in Canada, and the name ‘Chaiiwala’ was intriguing to us. It was a way that we could stand out and create our own niche,” says Gundhra.

With a diverse cultural landscape, Canadians are often open to exploring flavours from different regions and cultures, making Canada a natural choice for expansion. For the health-conscious consumer, Chaiiwala uses fresh, natural ingredients and offers food and beverage options inspired by a fusion of English, Indian, Pakistani, and East African cuisines. The menu boasts something for everyone, from caffeine-driven students to busy professionals to time-strapped families. Commuters can enjoy breakfast on the run with an omelette wrap or sweet Bombay toast. Late-night diners can grab a cup of the famous karak chaii, a savoury samosa burger, or a tempting slice of gulab jamun cheesecake.

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COMING TO CANADA

Spreading the word in a java-loving world The partners opened their first location in Scarborough, Ontario, in 2021, followed shortly by a second in Abbotsford, British Columbia. Today, with 80 franchise agreements in place, the brand anticipates 22 storefronts to be open by the end of 2024, with locations in Ontario, Alberta, Saskatchewan, and Manitoba. They project the completion of 25 to 30 more locations by the end of 2025.

“We are definitely looking for more franchisees,” explains Gundhra. “We’re always open [to new locations], and we want to grow as fast as possible and keep the brand happening and vibing with the new generation.”

Like all endeavours, expanding a franchise system in a new country is not without adversity. With real estate at a premium and the cost of building materials on the rise, securing new locations is sometimes a challenge, and navigating the different permit processes across various cities and provinces is a test of endurance and patience.

Fortunately, Gundhra channels the expertise he garnered from his background in construction to minimize costs and maximize efficiency when planning new buildouts. “We try to lower the cost for the franchisees as much as possible. When we are done quicker, they are happier, as they can begin to make money sooner. Our

building costs are a lot cheaper than any other brand that’s out there, that’s for sure.”

The company also continues to establish relationships with suppliers to streamline processes and negotiate the best possible costs for franchisees. “We’re in a good position. As we begin to sell more, we buy more.

There’s always room to make things better, and as we grow, things become a little bit easier every day.”

When it comes to staying competitive among other cafe concepts on the market, Gundhra says that as generations change, so do consumer tastes and preferences.

“Food is always evolving. I think it’s about taking the time to start thinking ahead, which is what we are doing.

I think we’re coming in with the right mindset, and hopefully, in the next few years, we can be at 40 to 50 stores.”

In an era where a cup of joe or a latte has long been king, the Chaiiwala reception has been markedly positive as they expand to different regions. “It’s been very consistent,” shares Gundhra. “People love the taste. Certain things can be an acquired taste, like sushi. But with us, the taste is already quite lovely, and from the first bite, people say it’s amazing.” The brand endeavours to maintain the creature comforts of its time-honoured, triedand-true recipes while inspiring new, innovative menu options desired by the next generation.

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COMING TO CANADA

Nurturing its network, and the environment For prospective franchisees, a background in business is beneficial, and the brand seeks individuals who want to be owner-operators. “We don’t want a big firm to come in and buy 10 stores. The owner-operators will always do a better job because that’s their bread and butter, and they are willing to put their money where their mouth is,” says Gundhra. “We like people who are a bit more open-minded, even a bit younger, as they’re starting their lives and they’re able to spend more of their time on the brand.”

A variety of build concepts, from express stores to dine-in, cafeteria-style, drive-thru, and kiosks, allow owners to enter the market at various price points and secure the most suitable concept for their unique community.

Once on board, franchisees complete an intensive two-week training program. Managers and supervisors train at an established location, followed by on-site training when the build is complete, allowing the team to become familiar with the set-up and layout.

Once open, Kothiwala says internal audits on each location are conducted every six to eight weeks for quality assurance. “We offer continuous support, and our area managers and trainers visit the stores on a weekly basis. There’s also a lot of support from the head office on sales revenues. Does it go up? Does it go down? We discuss that weekly with the store owners.”

With an established system in place internationally, the duo also garners plenty of support from the head office in the United Kingdom, a significant benefit to franchisees.

“We try to follow their footsteps,” says Kothiwala. “They know if they’ve made any mistakes, and they make sure

that we don’t do the same.” The peace of mind allows the partners to focus on what they do best: grow the brand.

Inspired to share their success, the franchise recently started the Chaiiwala Foundation to give back by empowering communities across the world. With a love for the environment, the brand employs sustainable building processes by using greener products in its lighting materials and heating. They also reduce waste by recycling and safeguarding against water loss, effectively minimizing their carbon footprint.

They also maximize their social impact by embracing and becoming a part of local communities. More than a place to gather and cultivate unity over cups of tea, they provide opportunities to grow careers and change lives.

For franchisees interested in procuring a Chaiiwala location, Gundhra says success is about hard work and having a vision. “If you’ve got the vision and you’ve got the right mentality and you’re putting the hard work in, I think you’ll definitely be successful.”

Now that the brand has begun to take shape in the market, Gundhra says the next goal is to achieve further recognition among the many ethnicities that make up the majority of the population. “We’ve got a lot of Canadians coming into the store and they like the product, but we want that to resonate a little bit more. We ask everyone to come out and try the food. You be the judge.”

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Join us!

2024 Events

FRANCHISE LEADERSHIP AND DEVELOPMENT CONFERENCE October 16-18 | Atlanta, GA Partnership event with Franchise Update Media

EMERGING FRANCHISOR CONFERENCE

November 18-20 | Austin, TX

2025 Events IFA Annual Convention

February 10-13 | Las Vegas, NV

International Franchise Show London

April 11-12 | London, England Partnership event with MFV NSE

Legal Symposium

May 4-6 | Washington, DC

IBA/IFA Joint Conference May 6-7 | Washington, DC

THE IFA WORLD FRANCHISE SHOW May 9-10 | Miami, FL

Partnership event with Fortem International

franchise.org/events

Franchise Customer Experience Conference June 24-26 | Atlanta, GA

Partnership event with Franchise Update Media

IFA ADVOCACY SUMMIT

September 15-17 | Washington, DC

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

Partnership event with Franchise Update Media

EMERGING FRANCHISOR CONFERENCE

November 10-12 | Nashville, TN

GIVING BACK

Warm Beds, Open Hearts From children’s hospitals to charities that support debilitating chronic conditions, Realstar Hospitality and its hotel owners are proving there is no endeavour too big (or too small) for their assistance

BY KYM WOLFE

G

ifts of money, time, and talent are the currency of caring, and Realstar Hospitality and their franchisees bring all three in droves when they give back, both nationally and locally in their own communities.

Realstar Hospitality is the Canadian master franchisor of Days Inn (a Wyndham Hotels & Resorts brand), Motel 6, and Studio 6 (G6 Hospitality brands). There are currently over 100 Days Inn and more than 30 Motel 6 and Studio 6 franchised locations across the country.

At the company’s foundation is a culture of caring, with an emphasis on building strong personal relationships and working side by side with its franchisees to ensure each has tailored support to help them find success. It’s not surprising that franchisees in turn demonstrate the power of caring through partnerships with organizations in their communities.

“We believe that supporting charitable organizations strengthens the communities in which our hotels operate and fosters a culture of compassion and generosity for all guests, team members, and owners,” says Ally Wesson, vice president marketing for Realstar Hospitality. “Together with our franchisees, by partnering with national and local charities we aim to make a positive impact and hopefully inspire others to join us in creating a brighter future for everyone.”

On a corporate level, Realstar Hospitality supports national charities that benefit communities across Canada, including the SickKids Foundation and Food Banks Canada, providing cash donations as well as volunteer time. It also encourages franchise owners to support local charities that operate in their own communities.

Walking the talk Although Realstar Hospitality would love to support every request for financial donations, giving back might also take the form of giving time, attention, and resources to help bring about change and raise awareness for a particular cause or social issue.

Irwin Prince, Realstar Hospitality’s president and chief operating officer, has a deep commitment to the prevention of human trafficking, especially as it applies to labourers and sex workers. It can be an uncomfortable topic for hoteliers to explore, but Prince feels that the industry has a role to play in eliminating human trafficking, at least regarding the rooms that they have control over.

For several years he has used his speaking time at industry events to talk about the issue, encouraging open discussion, the sharing of resources and information, and promoting the training of all hotel employees on what to look for, and what to do when they spot it.

Employees at all Realstar Hospitality franchised hotels are required to complete human trafficking prevention and awareness training developed in partnership with non-profit organization Businesses Ending Slavery and Trafficking (BEST). As part of this commitment, Realstar covered the costs of translating the English printed materials to French and distributed them to every Days Inn, Motel 6, and Studio 6 locations in Canada.

While there is no formal requirement that franchisees must give back by donating money, time, and resources to worthy causes, the company’s culture certainly encourages it. Realstar Hospitality makes a point of recognizing the hotel teams in its systems that have shown outstanding generosity and volunteer leadership in their

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GIVING BACK

Justin Schinkel, franchisee, Realstar Hospitality and COO, Hotel Management, Schinkel Properties

local communities with its Community Champion and Humanitarian awards. “Realstar Hospitality’s franchise community is made up of socially responsible and caring owners and teams,” says Wesson. “We are fortunate to have such kind and generous franchisees.”

Hoteliers who care One of those franchisees is Justin Schinkel, chief operating officer of Schinkel Properties, a family-owned business that was established by his parents in southeast Manitoba in 1984. The full-service property management and development company got into the hotel business in 2001, when it built the Days Inn in Steinbach, Manitoba.

Since then, Schinkel Properties has acquired three more hotels in Manitoba (Super 8 East and Motel 6 in Winnipeg, and Quality Inn & Suites in Winkler), as well as a Best Western and a Days Inn in Edmonton, Alberta.

Each hotel has several thousand dollars earmarked for local giving every year, and which charities are supported by each location is decided by its management and staff. That enables them to direct resources to causes that will benefit their local communities, or causes that matter to them personally, ranging from the sponsorship of sports teams to raising money for specific charitable purposes. “We have a committee to keep everyone on track, and a champion for each initiative,” explains Schinkel.

A cause will often resonate with employees because they or their family members have been personally affected by an issue. “Charitable giving involves us in the community, and it empowers our teams to choose things that they are passionate about,” says Schinkel.

For example, he notes that a few of his staff members have been “touched by multiple sclerosis (MS),” leading the company to heavily support the MS Society. In May of this year, Schinkel Properties was a lead sponsor of the 2024 Winnipeg MS Walk, and several staff participated as walkers in the event. Last year, the company organized a charity barbecue to raise money for MS research and matched the $12,000 generated in customer donations.

Another long-term program that receives annual support from the company is the United Way’s Koats for

Kids initiative. Ten years ago, Realstar discovered that the staff of some of its Winnipeg locations who were new to Canada were accessing winter coats for their children through this program. The two hotels offered to help the United Way by laundering all donated coats before they were distributed to families across the city. The hotels have commercial laundry facilities on site, and at each location the staff work after-hours to clean 6,000 to 8,000 coats annually. It makes for long days, says Schinkel, and that’s not easy, but they continue to do it because they feel good that they’re helping keep kids warm each winter. The hotels absorb the wages for the workers who are involved, in addition to covering $15,000 in utility costs to support this initiative.

Red Road Lodge, a transitional and supportive housing facility located in the heart of Winnipeg’s homeless community, is another charity that Schinkel Properties supports on a regular basis, both financially and through the donation of gently used sheets, pillows, towels, and other items that the hotels no longer use. As with most local giving, it was a personal connection with one of Red Road Lodge’s staff that led Schinkel Properties to establish this ongoing partnership.

“Cutting a cheque is easy,” says Schinkel, speaking to the different ways the hotel staff gets involved with giving back to their communities. It’s the initiatives that require extra time or additional volunteers (for example, by helping out at the soup kitchen) that truly embody the company’s wholesome spirit of giving. So long as there are needs in the community, Schinkel says, “We’ll keep going and keep giving!”

That sentiment is echoed by Wesson. “Looking ahead, Realstar Hospitality remains committed to fostering our existing partnerships and expanding our efforts. We will continue to explore new opportunities and support diverse causes across the country.”

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SHOW ME THE MONEY

4 FRANCHISES FOR $250K TO $500K 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 $250K to $500K. BamQuickBins

Image360

Owning a BamQuickBins location means supporting your community with quick and reliable bin rental services for home and business disposal needs. This turnkey franchise opportunity provides step-by-step guidance to get franchisees up and running, assistance in applying for licences, protected territories, a BamQuickBins.com microsite, and much more.

As an emerging brand, there’s plenty of room to grow with BamQuickBins. Franchisees are subject to a flat-rate approach to royalties, based on the number of trucks operating in the territory. Costs to be covered by the location owner include accounting and bookkeeping fees, insurance costs, and a $25,000 franchising fee, which includes the first year of royalties.

Image360 is a sales-driven solutions provider that produces full-colour graphics and signage for special events, real estate, vehicles, and more, with the added benefit of in-house advertising expertise.

Serving businesses of all sizes since 1986, Image360 locations give back to their communities through their B2B product offerings, and its franchisees are one step closer to achieving work-life balance thanks to its Monday-to-Friday business model. The brand is looking for outgoing problem solvers throughout Canada to join its franchise ownership team and bring its high-quality services to more communities across the country.

Learn more at LookforaFranchise.ca

Broyé Cafe & Bakery The first Japanese-Vietnamese fusion cafe in Canada, Broyé Cafe & Bakery serves its guests Vietnamese coffee, paired with a selection of sweet and savoury foods, from bánh mì sandwiches to Japanese sweets. Overseas delicacies like ube lattes, egg coffee, and mango yuzu tea, plus exclusive menu items like moissants (mochi croissants), attract a clientele of international foodies and adventurous eaters.

Further setting it apart from others in the category is Broyé’s interior design, reminiscent of a coffee field, surrounded by origami cranes hanging from above, which provides a uniquely calming atmosphere that diners love.

The brand is looking to expand its concept further into Canada and is currently searching for franchisees to bring its viral creations to new markets.

Learn more at LookforaFranchise.ca

Midas Canada, Inc. For almost 70 years, Midas has been recognized as the gold standard in world-class automotive services. Midas franchisees are given the autonomy to operate with the added support and strength of the brand’s international network.

An investment in Midas is perfect for experienced auto care experts or fleet owners who have numerous cars that require constant upkeep. With the Midas name comes built-in brand recognition—there are over 2,000 Midas locations around the world—and access to a robust distribution and supply chain network, setting owners off on the path to success.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

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ASK A MARKETING EXPERT What marketing strategies will help a franchise brand succeed at both the corporate and local levels?

SUCCESSFUL FRANCHISE BRANDS are built on a strategic foundation that considers marketing across the corporate level and local markets. Whether you’re a franchisor overseeing multiple locations or a franchisee managing a single outlet, implementing effective marketing practices is crucial for brand growth and customer engagement. Let’s explore three best practices that can help franchise brands optimize their marketing strategies and implementation.

1) The importance of brand consistency Brand consistency is a cornerstone of successful franchise marketing. It ensures that customers receive a unified experience across all touchpoints, whether they encounter the brand in a national television campaign or on a bus bench ad. Consistency builds trust and reinforces brand identity, making it easier for customers to recognize and connect with the brand.

For franchisors, establishing clear brand guidelines and providing comprehensive training to franchisees is essential. Guidelines should cover visual elements such as logos, colours, and typography, as well as the brand’s soft attributes, including key messages, tone, and values. Clear boundaries should be set for all stakeholders, outlining what expectations and limitations all parties should adhere to when it comes to marketing.

In the end, the onus is on franchisors to set franchisees up for success. As brand assets evolve, they should be clearly shared with all parties, and access to out-ofdate assets rescinded. It’s often helpful to develop templates that can be customized for each local market. That way, franchisees are empowered with the tools to easily maintain the look and feel of the brand, in a consistent— yet locally tailored—manner.

For franchisees, communication is essential. Regular communication between you and the franchisor is the key to unlocking local marketing success. You know your market and your community. You know where they spend their time, and what they need to know from you. Asking the franchisor for support with local adaptations will ensure that consumers always experience the brand in a consistent, unified, and meaningful way.

2) The use of integrated marketing Successful franchises leverage integrated marketing strategies that combine different communications channels to reach and engage their target audiences. This approach ensures that marketing messages are reinforced across platforms and deliver maximum impact.

Consider what a typical day looks like for your consumer. In a 24-hour period, they likely use a mode of transportation (for example, their car or public transit), engage with multiple devices (like their smartphone, television, and computer), speak with friends and family, seek out the daily news, and visit public places, be it for social or practical reasons. Consumers are not static. Your marketing plan should be just as diverse and dynamic as the customers you’re trying to reach.

Working with an agency is often an effective way to develop and execute a strategic, integrated plan. Creative communications agencies like LABOUR work with franchise brands to develop national marketing campaigns that are rolled out across local markets through a range of channels, including traditional advertising (like TV, radio, billboards, and direct mail), digital media (such as digital ads, social media, and SEO-driven search results), public relations (like media relations, influencer partnerships, and experiential activations), and more.

Engaging with customers across multiple touchpoints, with a cohesive message, will help ensure your brand remains relevant and top of mind when they’re ready to take action.

3) Data analytics and optimization Just as not all consumers are the same, neither are all markets. Some tactics and messages will resonate better with some audiences than others. It’s important to understand how your marketing is performing, so that adjustments can be made to drive the best results.

Ensuring that systems are in place to measure the performance of marketing campaigns is key. For digital programs, links can easily be tracked to identify which ads, offers, and messages are driving the most engagement. Have a plan ready at the outset for how you’ll evaluate the success of your campaigns, and how you can intervene to optimize performance. For offline programs, unique promo codes, QR codes, or landing pages, variations in messaging can be useful tools to measure which assets are performing best. Where possible, run multiple (Continued on next page.)

Amanda Occhicone Vice President LABOUR amanda.occhicone@labourcreative.ca

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ASK A MARKETING EXPERT variations, so that you can learn about how your consumers respond, and make informed choices and changes as your campaign progresses.

Gone are the days of the “set it and forget it” marketing mindset. Brands that plan from the outset to test, learn, and evolve are poised to maximize their results.

Having a strong marketing plan is essential to any business. By prioritizing brand consistency, embracing integrated marketing approaches, and leveraging datadriven insights, franchisors and franchisees can collaborate effectively to achieve sustainable success in competitive markets.

ASK A LEGAL EXPERT When, and why, should I hire a franchise lawyer?

PROSPECTIVE FRANCHISE CLIENTS often ask when they should retain a lawyer. My answer is almost always the same. A franchisor client should retain a franchise lawyer from the moment they try to franchise their business. Conversely, a franchisee client should retain a franchise lawyer as one of the last steps in the process.

For the franchisor client, a franchise lawyer will provide valuable advice and guidance that will be necessary from the outset of the development of their franchise system. For the franchisee client, they should only seek advice from a franchise lawyer once they have done their due diligence (i.e., spoken to other franchisees, met with their other professional advisors such as accountants, secured financing, etc.). Lawyers are costly. Why should the franchisee client spend the money on a franchise lawyer if they’re not fully certain that they will proceed with the franchise opportunity?

Franchise legislation in Canada Franchise legislation is now present in six (soon to be seven) Canadian provinces. The main policy goals of franchise legislation in Canada are: (a) to provide prospective franchisees with the information they need to make an informed decision about purchasing a franchise, and (b) to create a commercial framework that governs the relationship of the parties. Provincial franchise legislation is remedial legislation and is akin to consumer protection legislation, enacted to rectify a perceived imbalance of power favouring the franchisor. The courts have generally given it a liberal interpretation.

This liberal interpretation has resulted in holding franchisors to a relatively high standard of disclosure to ensure that the franchisee can make a properly informed decision about whether or not to invest in a franchise. Examples of this standard include granting a franchisee the right to rescind (i.e., walk away) in the circumstances in which: (a) the franchisor failed to: (i) include a signed and dated certificate in the appropriate form, signed by the required number of officers or directors of the franchisor; (ii) pro-

vide financial statements as required or provided stale dated (not current) financial statements, or the financial statements did not contain proper notes; or (iii) provide a statement of material change in circumstances where it was required; or (b) the disclosure document was provided in successive stages and not as one document at one time; (c) the disclosure document did not contain copies of all agreements that the prospective franchisee was required to sign; and (d) the franchised business was the first of its type (e.g., outside of a shopping mall) in the franchisors’ system.

As well, the term “franchise” is broadly defined, with the result that there are several relationships which could deem the parties to be subject to franchise legislation. The parties need to look at the substance of the business relationship to determine whether it is a franchise under franchise legislation. Just because you call an agreement by another name does not mean it is not a franchise agreement.

As part of achieving the first policy goal of provincial franchise legislation, a franchisor must provide a franchise disclosure document (FDD) compliant with the relevant provincial statute to each prospective franchisee no later than 14 days before the earlier of the franchisee: • signing the franchise agreement or any other agreement relating to the franchise, or • paying any consideration relating to the franchise (i.e., collectively signs or pays).

The FDD is to be certified by two directors or officers of the franchisor (unless the franchisor has only one director and officer) as true and complete and must contain the following: (a) all material facts, including material facts as prescribed by the regulations; (b) financial statements as prescribed; (c) copies of all proposed agreements; (d) the prescribed statements (these are found at the beginning of the disclosure document); and (e) other information and copies of documents as prescribed.

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ASK A LEGAL EXPERT The disclosure process begins when a franchisor provides a prospective franchisee with the FDD and ends when the prospective franchisee signs the franchise agreement. The time between those two events must be at least 14 days but could continue for additional weeks or months. If during the intervening period there are any material changes to the information provided or that should have been provided in the FDD, the franchisor must deliver a statement of material change to the prospective franchisee as soon as practicable after the material change has occurred, but in any event before the prospective franchisee signs or pays.

Franchise legislation in Canada provides that a franchisee may rescind the franchise agreement no later than 60 days after receiving the disclosure document if: • the franchisor fails to provide the disclosure document or statement of material change within the time requirements, or • the contents do not meet the requirements of the relevant provincial statement, but they later receive a disclosure document.

A franchisee is also entitled to rescind the franchise agreement no later than two years after signing if the franchisor never provided an FDD, which also includes a disclosure document that is so deficient it constitutes non-disclosure.

There are two broad categories of exemptions that are available under franchise legislation. The first category excludes certain relationships from the application of franchise legislation. The second category affords the franchisor an exemption, in a variety of circumstances, from the obligation to provide a prospective franchisee with an FDD. Why you should see a franchise lawyer Franchise legislation can be a trap for the unwary client and/or lawyer. This trap presents itself in one of two ways: 1. The failure to appreciate that the commercial relationship is a “franchise” which then imposes on the party granting the rights (the franchisor) the obligation to provide an FDD. 2. The failure of the franchisor to provide an FDD that meets the obligations set forth in the province’s franchise legislation.

With respect to a lawyer licensed to practice law in a province of Canada, however, the consequences of not properly advising a franchise client of their rights and/ or obligations under franchise legislation could result in a finding of negligence against the lawyer and exposure for substantial damages. Most often when the lawyer finds that their advice to a franchise client was negligent, the damages have already been suffered and cannot be rectified. The payouts on lawyer negligence claims have

historically arisen due to a franchisee’s entitlement to post-rescission damages under franchise legislation.

A franchisee may have a claim against their lawyer for negligence if the franchisee either did not receive an FDD or received a non-compliant FDD and the lawyer did not advise the franchisee of their rights, resulting in the franchisee missing the opportunity to rescind its franchise agreement within the time provided under franchise legislation.

A franchisor client may similarly have a claim against their lawyer if the franchisee subsequently rescinds its franchise agreement and claims rescission damages from the franchisor, who then claims against its (former) lawyer for negligence and indemnification for the postrescission damages claim. The circumstances in which this could occur are as follows: 1. The lawyer did not advise the franchisor client of its obligation under franchise legislation to provide a compliant FDD to a prospective franchisee. This could arise because the lawyer: (a) did not advise the franchisor client that the business relationship between the parties to the agreement was a franchise as defined under provincial franchise legislation, (b) advised the franchisor client that an exemption from provincial franchise legislation was available when it was not, or (c) advised the franchisor client that an exemption from the delivery of an FDD was available when it was not.

2. The lawyer prepared an FDD for its franchisor client that failed to comply with the requirements of franchise legislation.

3. The lawyer fails to instruct the franchisor client of the importance of updating the FDD on an as-required basis to include all material facts, including those material facts prescribed by the regulations.

Although the lawyer may be directly liable for the post-rescission damages that the franchisee would otherwise have been able to claim against the franchisor, or has been paid out by the franchisor, it is often of little comfort to the franchisee/franchisor client that they have a claim against their former lawyer. Whether you are a franchisor or franchisee, a lawyer specializing in franchise law can help you determine the next steps in your franchise journey.

David Kornhauser Partner Loopstra Nixon LLP dkornhauser@LN.Law

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FRANCHISE TUTORIAL

TUTORIAL 15: THE FUNDAMENTALS OF FRANCHISING

TERM OF AGREEMENT AND RENEWALS ALL FRANCHISE AGREEMENTS HAVE A FIXED TERM. 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 leasing 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 investment 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.

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 include: • You’re in good standing and in compliance under the terms of the existing franchise agreement • 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 substantially different from the original agreement • You pay a renewal fee • You upgrade your location and equipment to the current standards, specifications, and/or image • You’ve secured a lease on the location • You and your staff complete renewal training • You sign a general release regarding the expiring license agreement Be sure to give the appropriate notice of your desire to renew. If you forget and miss the deadline, the franchisor may assume that you’re not intending to renew and find another franchisee to take over the location at the end of your term.

The length of the renewal term is often the same as the original term, but is sometimes shorter. Some franchises 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 agreement to get clarity.

Upon renewal, be aware that the new franchise agreement may be substantially different from the original. 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 revisions 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 population and demographics.

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 general state that a renewal is exempt from requiring disclosure 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 franchise agreement that may be different could be considered a material change. Franchisors are wise to lean on the side of caution and provide full disclosure.

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FRANCHISE TUTORIAL

TUTORIAL 16: THE FUNDAMENTALS OF FRANCHISING

RENEWAL FEES AND REDESIGN COSTS 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.

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 typically 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.

It makes sense for the franchisor to encourage renewals 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 resulting 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.

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.

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,

while maintaining uniformity and consistency over time.

Franchisors will often involve the franchisees and allow them to provide input on the changes through a franchisee 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.

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.

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 facilitate these changes. Some franchise agreements will set a cap as to the cost of these changes, but it’s very difficult 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.

Before you renew your agreement, have a full understanding 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 contemporary. It’s in the best interests of the brand and the system as a whole.

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FRANCHISE TUTORIAL

STUDY QUESTIONS TUTORIAL 15 1. T he length of the Term of Agreement is always 10 years. True or False? a) True b) False 2. You should give notice of your intent to renew your franchise agreement: a) i mmediately 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 3. U pon renewal, your new franchise agreement may be substantially different from the original.

True or False? a) True b) False 4. I f you choose not to renew your franchise agreement: 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 16 1. R enewing your franchise agreement might require updates to: a) b randing elements b) equipment and technology c) the physical premises of your location d) all of the above 2. Some franchisors offer assistance or set a cap for the cost of these changes. True or False? a) True b) False 3. The cost associated with renewing your franchise agreement: 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 d) varies depending on the franchisor and market conditions 4. You

and your staff might have to upgrade your training when you renew your franchise agreement. True or False? a) True b) False Answer Key: 1) c 2) d 3) a 4) b Answer Key: 1) d 2) a 3) d 4) a

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 financially to renew the franchise agreement and sell the franchise 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.

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.

Answer Key: 1) b 2) c 3) a 4) d

(Continued from page 84)

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MARKETPLACE

Helping you do more business is our business. When you accept American Express® Cards, you gain access to higher-spending customers and a greater number of business clients. We also help franchisees grow through business solutions that include cash flow management, providing working capital opportunities and lucrative rewards. Contact us to find out more about how we can help your franchise grow.

CFA Member Since: 2017 Web: Amex.ca/Accept

CEFA Early Learning is seeking franchise partners to open private early-learning schools for children in Alberta and Ontario. If you have a passion for working with children and families, understand the value of education and early learning, and believe in developing children academically, socially, and physically, owning a CEFA school could be the perfect opportunity for you.

CEFA offers a unique advantage with its award-winning curriculum and an impressive 25-plus year track record as one of the largest and most established education franchise companies in Canada.

• Franchise fee: $70,000 CAD • Startup capital required: $700,000+ CAD • Total investment required: $1.7M - $2.5M+ CAD • Available territories: Alberta and Ontario • Training: Provided • Franchise units in Canada: 60+ in operation and development • In business since: 1998 • Franchising since: 2003 • CFA member since: 2011 Discover the top 10 reasons for owning a CEFA franchise at https://franchise.cefa.ca or email franchising@cefa.ca for more information.

FASTEST GROWING BAKERY CONCEPT IN CANADA • A trusted brand – With over 180 locations across Canada and 20+ years of franchising excellence, you’re investing in an established brand that Canadians trust.

• A robust model – We are all about delivering exceptional products, friendly service, and a welcoming environment that keeps customers coming back for more.

• Community-focused – Our bakeries donate to hundreds of local schools, groups, and charities across Canada every single day.

• No baking experience required – Our comprehensive training program and ongoing operational support mean we welcome franchisees from all walks of life.

• Flexible financing options – Whether you are an investor or owner-operator, we have different pathways for you.

• No franchising fee for new bakeries Contact the COBS Bread Franchising Team E email@cobsbread.com P 1-844-369-COBS (2627) W www.cobsbread.com/franchising

Edo Japan has been in the business of serving Japanese-inspired food, made fresh and by hand with high-quality ingredients and Edo’s famous teriyaki sauce, for more than 45 years. Serving more than 11 million meals annually, our Canadian-owned and operated franchise is experiencing explosive growth and we are now accepting applications for multi-unit and single unit operators across the country. As one of the most popular and successful fast-casual restaurant franchises in Western Canada, prospective franchisees can look forward to high sales and an excellent return on investment.

Franchise units in Canada: 200 Franchise fee: $35K Investment required: $550K-$650K Available territories: BC, SK, MB, ON, QC, Atlantic provinces In business since: 1979 CFA member since: 1995 www.edojapan.com/franchising

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

MARKETPLACE

Join FRSTeam in the flourishing $210 billion restoration sector.

FRSTeam is a fast-growing property restoration franchise with over 50 locations in the United States and Canada.

FRSTeam offers a wide range of services for both residential and commercial customers that are not affected by economic downturns. With expansive, well-protected territories, FRSTeam is a business meticulously positioned for growth.

• Thorough training and support • Recession-resistant • Proven model • Low capital investment • Significant national insurance volume • Few employees to manage • Multiple revenue streams • Attractive profit margins 303-901-1403 FRSTeam.com/franchising

Unlock Franchise Success with HALO Advisory At HALO Advisory, we specialize in helping franchisees and franchisors achieve their financial goals with tailored business plans, financing solutions, and expert advisory services. Our team of former commercial bankers brings deep industry knowledge and a customer-first approach to every client. We work exclusively for you—unbiased, independent, and focused on securing the best possible financing terms in the market.

Whether you need a detailed business plan for securing a loan, expert guidance on franchise financing programs, or support with structuring loans and equipment leasing, HALO simplifies and demystifies the lending process. Our experience in loan origination, underwriting, and strategic planning ensures that your business receives the professional edge needed for success.

We’ve helped franchisors and franchisees across Canada navigate the complexities of financing, ensuring that every business plan we craft aligns perfectly with lender requirements.

Ready to take the next step in your franchise journey?

Contact HALO Advisory today and discover how our expertise can guide you toward financial success.

Visit www.haloadvisory.ca or call 647-948-5837 to get started.

Jani-King is the world’s largest commercial cleaning franchise with over 6,500 franchisees in 10 countries and over 50 years of experience!

The unique Jani-King Franchisee Concept, available for as low as $13,400, provides our franchisees with an edge over the competition.

By offering unparalleled support and training, Jani-King works to ensure that every franchisee has an opportunity to be successful.

Initial and ongoing training, 24-hour operational support, and administration assistance are all provided by Jani-King.

Ready to be your own boss? Contact us today and join the more than 6,500 other Jani-King franchise owners worldwide.

1-800-565-1873 or visit our website at www.janiking.ca or e-mail info@janiking.ca Special Note: Master Franchisor opportunities available in Saskatchewan, Newfoundland, and Thunder Bay.

Just Cuts is the largest hairdressing company in the southern hemisphere, and we’re coming to Canada! When you join the Just Cuts franchise network, you enjoy the benefits of running your own business combined with the backing of a globally recognized brand.

Based on a no-appointment, just-walk-in system, Just Cuts offers affordable style cuts for the whole family and performs over 100,000 weekly cuts in Australia, New Zealand, Taiwan, and the UK. The Just Cuts franchising family currently stands at over 230 businesses and employs over 3,500 stylists.

With over three decades of small business success in different global markets, the Just Cuts franchise model offers you a proven pathway to small business success. Our fixed price model just works—regardless of the economy, hair never stops growing, and high-quality haircuts at great prices positions our salons a cut above the rest.

You don’t need any hairdressing industry experience to own a successful Just Cuts salon, and over half of our franchise owners own more than one.

Contact us today: David Mathie, Head of Franchising E: davidm@justcuts.com P: 905-267-3377 W: https://canada.justcuts.com/

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At KPMG Private Enterprise™, we are proud to support emerging and established entrepreneurs, franchise business owners, private companies, and family businesses. We offer tax, audit and assurance, advisory, and law services to businesses of all sizes across Canada and around the world.

Whether you are looking to grow, expand internationally, strengthen, or exit your business, we understand what it takes to be successful at each stage.

We’re here to help make your business even better.

Contact us to learn more: kpmg.com/ca/privateenterprise

After over 40 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.

Canadians looking to serve real food at home that fits with their busy lives has never been more prevalent. 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 find something that suits their dietary needs. The initiatives that we implemented during our recent brand transformation, such as our new store design, food innovation, digital marketing, and e-commerce (including in-store, curb-side pick-up, and delivery), along with our industryleading loyalty program, have put M&M Food Market in a position to continue to serve our loyal customer base when they need us the most. For our newest partners, we offer a comprehensive training program and ongoing operational support, along with head office support to help ease the transition into business ownership. All this, and we are growing! We have new store opportunities available across Canada. Reach out today to find out about opportunities near you!

For more information, visit our website at www.mmfoodmarketfranchise.com or call us at 1-800-461-0171.

Massage Addict is Canada’s first and largest membershipbased provider of massage therapy, chiropractic care, acupuncture, reflexology, and custom orthotics. The health and wellness industry continues to experience significant growth, resulting in a large demand for high-quality therapeutic services. As a trusted brand with over 117 clinics nationwide, Massage Addict has a proven business model that fulfills this need.

Proven System for Success • Recurring revenue • Low investment and start-up costs • Quick return on investment • Best-in-class support • Straightforward in-clinic business model • 100% Canadian-owned and operated To learn more about franchise opportunities with Massage Addict, contact: Michael Mutsaerts, VP Franchise Development Franchiseinfo@massageaddict.ca or by visiting MassageAddict.ca.

Start accepting payments your way with Moneris.

With a full suite of business management and payment processing solutions, Moneris offers everything you need to manage your business. Whether you run a pop-up shop, online store, bricksand-mortar location, or offer curb-side pickup, we have a solution that fits your needs.

We’ll get you up and running quickly and easily, helping you to integrate our products and services to make doing business that much easier. As Canada’s #1 payment processor*, you can feel comfortable knowing Moneris is on your side.

Want to learn more?

Contact 1-855-807-7652 or visit https://go.moneris.com/associations to learn more about Moneris.

*Based on total processing volume in Canada.

MONERIS and MONERIS & Design are registered trademarks of Moneris Solutions Corporation. All other marks are the property of their respective owners.

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

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We provide world-class support before you even make your first pita wrap—and well beyond. Our franchise support system ensures that you’re set up for success.

The OPA! experience combines fresh Mediterranean cuisine with the friendly customer service we’ve become known for. We are Canada’s most loved quick-service Greek restaurant, and when you’re welcomed into OPA!, you know exactly what you’re going to get: quality ingredients packed with flavour, prepared and cooked fresh. We serve over 50 million customers every year, and every single day, we create good feelings through good food at a great value that keeps our customers coming back. That’s The Power of Good Food....OPA! For more information, contact: Sergio Terrazas, Director Franchise Development & Leasing 1-866-672-3566 ext. 233, 403-984-9745 sterrazas@opasouvlaki.ca https://opaofgreece.com/franchising/

The Pizza Nova story began in 1963 when a young Italian family opened the very first Pizza Nova restaurant. Still family-owned, we have helped hundreds of families open and operate our 150-plus locations across Ontario and specialize in hand-tossed, artisan-style pizzas that are complemented by an extensive menu of proven favourites.

Our 60-plus years of success continues as a direct result of our uncompromising commitment to providing quality ingredients and product innovation. In 2015, we became the first 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” profile to include bacon, chicken wings, chicken pollini, grilled chicken, and smoked ham. In 2021, we introduced the first 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 flexitarians alike.

We provide comprehensive training, easy ordering from our HAACPapproved commissary, location identification and design, operations support, and innovative marketing initiatives that bring customers through your door.

Pizza Nova is the Official Pizza of the Toronto Blue Jays™ and Toronto International Film Festival.

For more information on franchise opportunities, please contact John Consales, Senior Franchise Development Manager at 416-439-0051 ext. 1016 or john.consales@pizzanova.com.

Celebrating 40 Years of Helping Canadian Students Succeed Oxford Learning® is passionate about our mission to help children achieve their highest potential. We achieve this mission using a cognitive learning model for all programs, which helps students develop new and better pathways to learning.

Unlike traditional tutoring, a cognitive approach leads to lasting educational changes. This shift in the approach to tutoring makes Oxford Learning stand apart from other supplemental education options, leading to academic achievement for students, satisfaction for parents, and success for franchisees.

Founded in 1984, we are an award-winning franchise system with 130 locations across Canada.

Oxford Learning® celebrates multiple CFA awards, including: · Franchisees’ Choice Designation, 7-Year Designee (2018 - 2024) · Awards of Excellence Gold (2021); Silver (2022) · Franchisee of the Year 2020 (Gold); 2022 (Bronze) · Lifetime Achievement (2020) for Oxford Learning’s founder A background in education is not a prerequisite—our unique cognitive learning programs, proprietary curriculum, and comprehensive training, combined with your drive to succeed, are the only requirements!

Join the leaders in Canadian supplemental education with 40 years of helping students.

Explore the Oxford Learning opportunity today!

1-888-559-2212 or franchise@oxfordlearning.com

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 92 locations and counting, Pizzaville is a recognizable and dependable brand with the highest standard for consistent quality product and first-class customer service.

Franchise units in Ontario: 92 Franchise fee: $25K Investment required: $400–$600K (Includes franchise fee) Start-up capital required: $200–$300K Training: Before opening; support for first 3 months after opening Available: 4 Locations currently available in Ontario Business founded: 1963 Current owners: 1979 Franchising since: 1980 CFA member since: 2004 For more information, or if you are interested in becoming a Pizzaville franchisee, please email: franchising@pizzaville.ca

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.

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Embark on a culinary journey with Potikki’s—the quick service restaurant that seamlessly blends India’s favourites with a Canadian twist. Established in 2022 in Halifax, Nova Scotia, Potikki’s has quickly become one of Atlantic Canada’s most diverse and exciting franchises currently on the market.

Franchise fee: $30K Investment required: $300K-$500K In business since: 2022 CFA member since: 2023 Website: www.potikkis.com Get ready to join the Potikki’s family in creating a Canadian culinary legacy across Canada. Email franchising@potikkis.com for opportunities to be part of the Canadian dream.

The vision at QWENCH is simple: make genuine health and incredible taste live in perfect balance. Crafting the perfect recipe and maintaining the discipline to honour health is the heartbeat of the QWENCH juice bar. QWENCH is an innovative and evolutionary response to an emergent food trend focused on fresh ingredients, natural tastes and flavours, elevated nutrition, and powerful superfoods. To achieve a thirst-quenching taste, we use raw fruit and vegetable juice always squeezed to order. We don’t mask our blends with sherbets and frozen yogurt; instead, we let the fresh fruits and nutrient-dense foods permeate when blended, allowing for a silky texture and an invigorating taste to live a healthy and tasteful life.

Franchise fee: $30K Franchise units Canada: 4, USA: 17 Investment required: $150K CFA member since: 2020 www.qwenchjuice.ca

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

CUSTOMER PROOFING FORM

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Join The UPS Store franchise network and count on the support from our experienced home office and in-field 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 390 franchise locations across Canada (and continuing to grow), we have a proven track record of success! As a franchisee, you will enjoy an established system to get your business started off on the right track, in-depth training programs and ongoing support to make sure you continue to succeed, and an internationally recognized and award-winning brand to help you build instant credibility in your community. The UPS Store is there at every stage of your franchising journey. We are proud to have been designated as an essential business at a time Canadians needed us most.

FRANCHISE CANADA 116-5399 Eglinton Ave W, Toronto, ON M9C 5K6 Web: FranchiseCanada.Online Email: editor@cfa.ca Contact: Rachel Debling, Editor Franchise Canada is a complete multi-channel media outlet, committed to delivering the best content to help prospective franchisees achieve their dreams and create their franchise futures. Franchise Canada properties include the magazine, print directory, website, tradeshows, podcast, videos, e-newsletter, e-blasts, and social media. Through all of these channels, Franchise Canada reaches an audience of over 800,000 per year.

Visit us at www.theupsstore.ca. We print, ship, and more!

In business since: 2000

For advertising information, contact Stephanie Philbin at sphilbin@cfa.ca.

Locations in North America: Over 5,500 Locations in Canada: Over 390 Minimum cash investment: $100,000 Total cash investment: $210,500 to $293,500 plus working capital.

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

ADVERTISERS’ INDEX American Express®........................................ 18 www.amex.ca/accept

HALO Advisory............................................ 14-15 www.haloadvisory.ca

OPA! of Greece..................................................... 9 www.opaofgreece.com/franchising

Beyond Wireless.............................................. 45 getrpp@beyondwireless.ca

International Franchise Association............................................................. 77 www.franchise.org

Oxford Learning.............................................. 23 franchise.oxfordlearning.com

Business Exchange.. ............................................ ................................................. Inside Back Cover www.BizSold.com

Jani-King..................... Inside Front Cover www.janiking.ca

CEFA Early Learning.................................... 20 https://franchise.cefa.ca

Just Cuts.. ................................................................. 26 https://canada.justcuts.com

COBS Bread........................................................... 21 www.cobsbread.com/franchising

KPMG. . ......................... Outside Back Cover www.kpmg.com/ca/financeplus

EDO Japan................................................................. 7 www.edojapan.com/franchising

M&M Food Market.. ............................................ 3 www.mmfoodmarketfranchise.com

Fishman Canada ........................................... 86 www.fishmancanada.com

Massage Addict............................................... 22 www.MassageAddict.ca

FRSTeam. . ................................................................. 25 www.FRSTeam.com/franchising

Moneris......................................................................40 https://go.moneris.com/associations

Pizza Nova.............................................................. 24 www.pizzanova.com Pizzaville.. .......................................................... 16-17 franchising@pizzaville.ca Potikki’s.. ..................................................................... 51 www.potikkis.com Qwench Juice....................................................... 11 www.qwenchjuice.ca Telpay................................................................... 12-13 www.telpay.ca The UPS Store...................................................... 52 www.theupsstore.ca

Franchise Canada September | October 2024

93

FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar FRANCHISE AV CLUB FRANCHISING

BY THE NUMBERS

$2.2M

The amount raised by Pet Valu in monetary and product donations during its annual Pet Appreciation Month initiative.

Did you know Franchise Canada Chats is available in video format? Join us as we sit down with members of the Canadian Franchise Association (CFA) to discuss their journey in franchising, the challenges and successes they’ve faced as small business owners, and more! Watch all of Season 8 on YouTube or on FranchiseCanada.Online.

58%

The percentage of consumers who take nutrition or diet into consideration when choosing where to eat out, compared to 62% when shopping in grocery stores.

75%

The growth of sushi combo platters on menus of emerging chain restaurants. This highlights the trends of global foods, value bundles, and indulgent options.

$2,765

The fee in St. John’s, Newfoundland, for a first-time sidewalk patio permit, according to research by the Canadian Federation of Independent Business. Fees and permitting systems vary wildly across the country but are the highest in Newfoundland and Labrador’s capital city.

10/19/24

The date that Visa and Mastercard’s lower credit card fees for small businesses will take effect. The Government of Canada announced in 2023 that it had finalized agreements with the companies to lower credit card transaction fees for small businesses.

(Sources: Franchise Canada; Datassential Midyear Trends Report; MENU Mag; Canadian Federation of Independent Business; Government of Canada)

THE CFA RECOMMENDS The Franchise Growth Podcast The Franchise Growth Podcast covers franchisee performance and profitability, leadership, marketing, and other topics to enhance your operational growth. The podcast is produced by AC Inc., a longtime CFA supplier member. Catch up on the previous three seasons wherever you get your audio media.

IN THE NEXT ISSUE

UPCOMING EVENTS

The November/December 2024 issue of Franchise Canada magazine is the Home Improvement issue. In this issue, Franchise Canada does a full inspection of service-focused franchises from home improvement to restoration and renovation services. This issue will also feature a special focus on coffee and sweet treats and a roundup of the latest franchises joining the CFA member family.

October 26-27, 2024 Franchise Canada Show Toronto, Enercare Centre, Hall C

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

The Franchise Canada Show, the largest event of its kind, is your one-stop shop to connect with the franchise community and take the first step toward making your business ownership dreams become a reality!

SELL MORE FRANCHISES NOW! Connect With Serious Franchise Buyers Through Our Omni-Channel Marketing Strategies

Website Listings 1M+ Visitors

Get a FREE Consultation With Our Lead Generation Experts

Email Marketing 500K+ Database

Mobile App 400% Growth

Magazine 125K Readers

ADVERTISE NOW! www.BizSold.com

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