Franchise Canada January/February 2026

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HOW ANGUS VALLEY MONTESSORI IS CHANGING THE FRANCHISE LANDSCAPE AVMS founder Murtaza Hasan is creating space for children to feel cared for, understood, and excited to learn.

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2026 ECONOMIC FORECAST FOR FRANCHISEES

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FRANCHISING TRENDS Experts share industries on the rise, consumer spending trends, the tech tools you need, and more.

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CONTENTS FRANCHISE

CANADA

JANUARY/FEBRUARY 2026

19 COVER STORY

19

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Start a business for yourself with the support of a credible franchise system! With hundreds of franchise opportunities, LookforaFranchise.ca is the most comprehensive online directory of legitimate franchises available in Canada. We make searching for a franchise easy— you can find franchises by company name, location, investment, or industry. Begin your search now and realize the dream of running your own business.

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4 Canadian Franchise Association

2026 Franchising Trends Experts share industries on the rise, consumer spending trends, the tech tools you need, and more.

20

New Year, New Heights of Franchising The franchise industry is poised for growth in 2026.

Where will you find your franchise opportunity?

24

The Canadian Economic Outlook for Franchise Owners in 2026 CIBC experts weigh in on where 2026 will take us

26

Small Business, Big Future An RBC poll says entrepreneurial ambition is at an eight-year high. Is 2026 the year of the small business owner?

28

Expert Roundtable: AI Innovation and Integration in Franchising The tech tools every franchise owner needs to know

www.cfa.ca | www.FranchiseCanada.Online

31

Must-Know Business Terms and Trends for the Year Ahead Update your business vocabulary for 2026

34

The Role of Consumer Spending Data in Decision Making During Economic Uncertainty Moneris digs into consumer spending trends for 2026

36

Trends in Franchise Education: Preparing the Next Generation of Franchisees What to know about franchise learning and development

38

Portrait of a Prospective Franchisee

39

The Wide World of Wellness Franchises The brands keeping new year’s resolutions on track

45

Cozy Cuppas Baked goods and coffee franchise opportunities across Canada

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

DEPARTMENTS

50

HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

53

LEADERSHIP PROFILE Business Excellence, Brick by Brick From franchisee to owner and CEO, Christopher Rego is building Bricks 4 Kidz up to new heights

56

A DAY IN THE LIFE A Charming Business Two Gem Studio franchisees making their business sparkle

59

FIRST YEAR Diving Into New Opportunities Water Babies franchisee Brittany Torres is helping grow swimming skills and community

62

ICONIC BRAND The Sweet Spot Dairy Queen Canada’s recipe for modern franchise success

65

GIVING BACK Custom-Tailored Kindness Pearce Bespoke is helping others look and feel good with a free custom suit fitting experience

68

SHOW ME THE MONEY 4 Franchises for $50K-$150K

SEASON 9 IS NOW AVAILABLE!

71

FRANCHISE TUTORIAL Tutorials 7 & 8 This issue: • Intro to Initial Training • Intro to Ongoing Training

COLUMNS

6 PUBLISHER’S MESSAGE 10 CFA CODE OF ETHICS 14 INDUSTRY NEWS 69 ASK THE EXPERTS 74 MARKETP­LACE 77 ADVERTISERS’ INDEX 78 FRANCHISE ROUNDUP

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Franchise Canada

January | February 2026

5

PUBLISHER’S MESSAGE

J

NEW YEAR, NEW OPPORTUNITIES

anuary is the time to look ahead at what the coming year will bring.

If you’re picking up this magazine, you’re probably one of the many Canadians who hopes 2026 will be the year you fulfill your dreams of owning your own business. In fact, the desire for entrepreneurship is higher now in Canada than it has been for the past eight years! According to a recent RBC poll, 59 per cent of Canadians want to go into business for themselves. We sat down with Karen Svensen, RBC senior director, small business and partnerships, to find out what’s causing this high level of interest, and to unpack the findings, which speak to a high level of optimism among small business owners (page 26).

Franchising is a perfect way for first-time business owners to go into business for themselves, but with the support of a proven system. That’s why this issue, The Trends Issue, is packed full of insights meant to prepare new and prospective franchisees for the year ahead.

Starting on page 20, franchise consulting experts Gary Prenevost and Mackenzie Allsop share what’s trending in the franchise industry in 2026, and great tips on finding the perfect business for you this year.

We’ve also collected expert forecasting on what the year will bring for our country’s economy (page 24), consumer patterns and spending (page 34), and cutting-edge business concepts (page 31). On page 36, the Canadian Franchise Association’s (CFA) own head of education, Mary MacDonald, shares the latest trends in franchise education, to help you go deeper on your franchising journey.

Finally, one of the biggest shifts in the business landscape in recent years has been the rapid advancement of AI technologies. On page 28, you’ll find a roundtable Q&A with three Artificial Intelligence experts who share how these brand-new tools are impacting franchise systems, and what small business owners can do to harness this emerging power.

While it’s important to stay on the pulse of trends, we can’t lose sight of what franchising is all about: the people. In this issue you’ll also find inspiring stories of

franchisees like Brittany Torres, who found success with a Water Babies swimming instruction franchise (page 59), or Fenton and Matthew Jagdeo, who are bringing DIY jewellery brand Gem Studio to Toronto (page 56). And you’ll read about menswear brand Pearce Bespoke and how they’re giving back through a program that provides free custom suits to those in need (page 65).

A new year often means resolutions, and to build these new habits, Canadians turn to franchise brands in the ever-growing health and wellness space. On page 39, we explore four such brands providing nutrition, health, fitness, and relaxation to their communities.

We also take you behind the curtain at DQ Canada, an iconic brand celebrating 85 years of delivering sweet treats and satisfying eats to customers. And on page 50, you’ll find three Canadian-founded franchise systems offering homegrown business opportunities.

There’s plenty to explore in these pages—but it’s only half the story! Find exclusive online content, including learning videos and the Franchise Canada Chats podcast on FranchiseCanada.Online, and bookmark LookforaFranchise.ca, the CFA’s online directory of franchise opportunities, an essential resource to your business journey.

As you go forth and explore the many franchise opportunities available, don’t forget to Look for the Logo—the CFA Member logo tells you that a franchise brand has signed on to the Canadian Franchise Association’s Code of Ethics, a sign that they are committed to ethical franchising and fostering franchise excellence.

We hope this new year brings you opportunity and success. With an industry poised for growth, 2026 may just be the Year of the Franchise.

Sherry McNeil, CFE President & CEO, Canadian Franchise Association

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

THIS THIS ISN’T ISN’T JUST JUST A A FRANCHISE. FRANCHISE. IT’S IT’S AN ANUNFAIR UNFAIR ADVANTAGE. ADVANTAGE.

Dedicated Dedicated coaching coaching and and business growth business growth teamteam Training Training and and recruiting recruiting systems to to systems help help you you scale faster scale faster Proven Proven business business model model – aarepeatable repeatable pathpath to success to success

Lets Lets Talk Talk

Call Call877.643.5766 877.643.5766

or email or email ususatathelp@911restoration.com help@911restoration.com 911restorationfranchise.com 911restorationfranchise.com

The The blueprint blueprintfor foryour your “Fresh “Fresh Start” Start” is just is justaaphone phone call callaway. away.

Mostentrepreneurs Most entrepreneurs will need will need years to years buildto build the right the right environment environment for success—peers, for success—peers, coaches, mentors, coaches, mentors, andand a refined a refined business business model. AtAt model.

911 911Restoration, Restoration, day one, day all one, of that all of that is in is inplace: place: A network A network of high-performing of high-performing owners who owners who want want youyou to have to have an unfair an unfair advantage in in advantage your your market. market.

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

PUBLISHER

Canadian Franchise Association (CFA)

Darrell Jarvis*, Fasken Martineau DuMoulin LLP

SENIOR EDITOR Joelle Kidd

TREASURER Lyn Little*, BDO Canada LLP

CONTENT PRODUCER Alyssa Thulmann

CHAIR, FRANCHISE SUPPORT SERVICES

GRAPHIC DESIGNER Andrea Lee

Paul daSilva*, RBC

CHAIR, LEGAL & LEGISLATIVE COMMITTEE

Andraya Frith*, Osler, Hoskin & Harcourt LLP DIRECTORS

Andrew Arminen, Metal Supermarkets Jon Domanko, Restaurant Brands International Chuck Farrell, Pizza Pizza Dixie Ho, Mr. Lube + Tires Arno Krug Jr., CEFA Early Learning Scott McCannell, Foodtastic Ken Otto**, Redberry Restaurants Nathan Oxford, Jani-King Canada John Prittie, Koala Insulation Angela Rollins**, Great Clips Fiona Styant, CFE, MOLLY MAID Canada Cailin White, Boston Pizza Thomas Wong, CFE, Kevito Group *Executive Committee member **Franchisee Representative

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

ADVERTISING SALES

Jad Cheaib, Richard Davies AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Suzanne Bowness, David Chilton Saggers, Roma Ihnatowycz, Gina Makkar, Alya Somar FOR ADVERTISING INFORMATION:

Richard Davies, Senior Sales Consultant rdavies@cfa.ca Jad Cheaib, Sales Representative jcheaib@cfa.ca TO SUBSCRIBE TO Franchise Canada

visit www.FranchiseCanada.Online

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

© 2025, 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 FRANCHISOR:

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.

Invest in premium early education.

Why CEFA? With over 25 years of experience, CEFA has built a trusted and resilient brand. Now, we’re expanding across Canada and beyond, offering you the opportunity to invest in a proven business model with a solid foundation.

- Multi-location Franchise Partner, BC

Established Presence: 50+ schools operating.

20+ under development.

Established Model: $2.3M+ average annual unit volume (AUV).

Growing Market: reaching $9.1B in Canada by 2026.

Strong System Growth 100M system-wide sales projected

Becoming a CEFA Franchise Partner was the best decision I've made. The support has been outstanding —my school is thriving, and I'm proud to be part of a brand making a lasting impact.

Proven Success: 95% average enrollment across all schools.

100M 80M 60M 40M 20M 2015

2025

How we support you?

From selecting prime locations to comprehensive training and ongoing marketing assistance, we equip you with everything you need to thrive.

Visit franchise.cefa.ca to learn more.

SCAN TO DISCOVER HOW TO

Own a CEFA

Canada’s #1 Early Childhood Education franchise* *EF100(CA) 2025 (Elite Franchise 100 - Canada’s Ranking)

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

LOOK FOR

THE LOGO The Canadian Franchise Association (CFA) is dedicated to encouraging and promoting ethical franchising in Canada and requires all members to follow a strict Code of Ethics.

CFA member brands believe in the importance of the franchisee-franchisor relationship as the ultimate marker of franchising success!

As you research franchise opportunities online, at tradeshows, and in the Franchise Canada directory ... Look for the Logo! The CFA member logo tells you that a brand is a part of the CFA community, has signed on to the Code of Ethics, and meets a high standard of excellence.

Interested in learning more?

View the full Code of Ethics on page 10!

ADVERTORIAL

AVMS location in Kitchener, Ontario

HOW ANGUS VALLEY MONTESSORI IS CHANGING THE FRANCHISE LANDSCAPE

“A

VMS was created with one simple goal: to build a place where children feel cared for, understood, and excited to learn, every day.”

That’s how Murtaza Hasan sums up the mission of AVMS (Angus Valley Montessori Schools), an education franchise that has been serving families of kids aged 0-6 in Ontario since 2018. Of course, there’s plenty more to the business, but this simple goal is the guiding light for how AVMS treats the families it serves.

“Our curriculum blends Montessori with Gardner’s Theory of Multiple Intelligences, so that each child’s unique strengths are noticed and nurtured, and our educators bring this philosophy to life with patience, kindness, and a genuine love for what they do,” Hasan says. “Our concept is rooted in true Montessori principles, but it also reflects what today’s families tell us they need—warmth, trust, and an environment that feels like an extension of home.”

This mission has been in place since the beginning.

Hasan founded AVMS in 2018. At the time, he already had six years of experience running Angus Glen Montessori in Markham, Ontario, which he personally established in 2012. Markham became a pivotal part of his journey: Hasan signed his first school location with Shoppes of Angus Glen Ltd., whose affiliate is Angus Glen Golf Club.

The company was developing a new plaza, the Shoppes of Angus Glen, and during early discussions, Frank Spaziani met with Hasan and was immediately open to including a Montessori school in the development. He placed tremendous trust

in Hasan’s vision for how this school would serve the Angus Glen community. That trust became the foundation of a long-standing, supportive relationship—one Hasan remains deeply grateful for.

The original design of Angus Valley Montessori Schools was “designed entirely around children’s needs,” Hasan says—from accessible, child-friendly interiors by Jane Lockhart Interior Design to a farm-to-table culinary program created in partnership with Longo’s, supported by a Chef-inspired kitchen that brings real food experiences into the classroom.

These thoughtful touches quickly resonated with families, resulting in long waitlists.

“The strong response to our first centre, combined with my deep dive into the franchise landscape, inspired our mission to raise the standard of childcare by creating high-quality, child-centred environments supported by meaningful, hands-on guidance for owners,” Hasan explains.

Franchising became the ideal pathway to expand this gold standard of childcare across Ontario.

What makes AVMS truly different, Hasan says, is the attention paid to even the smallest details. “We designed our schools around the real ways children explore and grow.”

Partners in education For franchisees of the brand, the approach is no less detailed, and carries the same heart. “We’ve built AVMS to be something franchisees can confidently grow with,” says Hasan. “Our AVMS Academy trains every educator, supervisor, and owner in the same thoughtful approach, ensuring that families

receive the same quality and care no matter which location they walk into.”

Support “shouldn’t feel corporate, it should feel personal,” he says— that’s why AVMS stays closely connected to its franchisees.

Hasan notes that because he has also experienced building a Montessori school business from the ground up, he knows just what kind of support franchisees need, and what those early stages of the business require. “When someone becomes an AVMS franchisee, we start working for them right away, even before their doors open,” he says. “Whether it’s finding the right location, navigating licensing, setting up their classrooms, or getting preopening marketing in place, our team is ready to get them set up for success.”

This includes helping franchisees through one of the most difficult parts of working in the education sector: obtaining a childcare licence, a complicated process that can take an educator upwards of 18 months just to complete an application. “That’s why at AVMS, we take that entire burden off our franchisees. We handle the licensing process, work directly with the ministry, and communicate with the municipality on their behalf.”

He adds, “You’re not just joining a brand—you’re gaining a partner who’s genuinely invested in what you’re building.”

A strong philosophy The AVMS curriculum is grounded in Montessori philosophy and Howard Gardner’s Theory of Multiple Intelligences, two approaches based around understanding and supporting the unique strengths and needs of

ADVERTORIAL

each child at the centre. “This combination helps ensure that every child under six received a well-rounded and meaningful learning experience,” says Hasan.

The franchise maintains brand consistency with annual progress reports, regular check-ins with educators, and ongoing learning from the AVMS Academy training program, helping empower franchisees to keep on the leading edge of education philosophy. They also host an annual event, Empowering Excellence, which takes educators and supervisors through hands-on workshop sessions that tackle real-life classroom scenarios with experts in the field. “It’s a chance for our teams to grow, refine their practice, and stay connected to what’s happening in early childhood education,” Hasan says.

Education has become a popular investment category for business owners in recent years, which Hasan says makes sense—owning an education centre offers both “stability and purpose,” he notes. Families always prioritize their children’s well-being and education, which makes the industry a safer business bet. “Over the years, I’ve noticed something interesting: when the economy slows down and

families cut back on things like eating out, they still make sure their child stays in our Montessori program,” he says. “This tells you how much parents value quality early education.”

Franchisees can feel good about investing in a brand with staying power, long-term revenue, and the chance to make a meaningful impact. But beyond the economic upsides of the industry, AVMS goes above and beyond to offer not just a lucrative opportunity, but a high quality education.

A strong vision The long-term vision for the brand is to bring AVMS to even more communities, Hasan says. But though growth is on the horizon, he’s careful to not lose the personal touch the franchise system has cultivated. “Growth matters, but only if it’s done the right way,” he says. “I want every AVMS school to feel consistent, warm, and true to our philosophy.”

Currently, expansion is focused on Western Canada, with plans to open centres in BC as early as 2026. “It’s an exciting step, but we’re approaching it the same way we always do: carefully and intentionally,” he adds.

For prospective franchisees interested in taking this step with the brand, Hasan says a background in education is a bonus, but is not required. Instead, the key qualities that help AVMS franchisees succeed are experience managing a business

or working in an environment where they’ve followed set policies and procedures, a strong commitment to customer service, and the willingness to put in the work. “This is a relationshipdriven business,” he notes.

Because AVMS has such a strong onboarding and training process, including its AVMS Academy, every franchisee that joins will have a strong understanding of how to run their school, support their team, and meet the system’s high standards. “If anyone wants to go deeper, they can even pursue a childcare or Montessori diploma through our academy,” Hasan shares. “We give them the tools they need, they bring the drive.”

Hasan’s top advice for someone hoping to become a franchisee is to “be ready to roll up your sleeves, be committed, and put in the work.”

Unlike a corporate 9-to-5, business ownership means not being able to clock out at the end of the day. But it also means more autonomy, and a greater sense of accomplishment. “As a franchisee, you control your own destiny—your effort, your involvement, and your dedication shape your path forward.”

It is exactly that passion that AVMS represents. “In every community we join, we want AVMS to stand for something simple: a place where children excel, families feel supported, and owners feel proud of the impact they’re making.”

To learn more about franchising with AVMS, visit www.avmschoolsfranchise.com

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Ricky’s Restaurants supports Variety – The Children’s Charity of BC at Annual Holiday Event Variety – the Children’s Charity of BC hosted its Annual Holiday Event on Saturday, November 22, at the Burnaby Heritage Museum, bringing together families supported through the organization’s programs and grants. The celebration allowed children to meet Santa, enjoy a meal, and experience festive holiday lights in a joyful and safe environment.

Ricky’s was proud to support the event by providing 75 meal boxes containing chicken tenders, fries, vegetables, Fruit to Go, and a juice box.

“Variety’s work to enhance the lives of children and families in B.C. is inspiring, and we are honoured to support them in bringing this holiday celebration to the community,” said Raymond Ho, VP, marketing of Ricky’s All Day Grill. “Providing meal boxes for the event is our way of helping celebrate the season and honour the important work they do every day.”

Variety continues to provide programs, services, and support to children living with special needs, helping to improve quality of life and create opportunities for children and families across British Columbia.

Cadence Franchising serves 75 brands in three years After piloting a franchise development concept with several select brands over a five-year span from 2017 to 2022, a refined lead nurturing solution was ready to offer at scale.

The journey began to help great franchise brands grow their networks of franchisees faster and better. In November of 2022, Cadence Franchising announced the launch of its new business to the franchise industry.

Today—three short years later— Cadence has served 75 brands!

Corey Nicholson (co-founder and CEO) shared his determination to be the go-to providers of modern lead nurturing solutions for ambitious franchisors. What began as his vision to create a better way to manage franchise leads has become an internationally trusted lead nurturing agency. “We’re proud of the lead conversion results we’re driving and the difference we’re making in franchise development.”

With his business partner, technology and operations guru Cindy Hill (co-founder & COO), they assembled a passionate team to serve reputable franchise brands of all shapes and sizes. Cindy shared her excitement about the growth of Cadence. “I’m proud of the amazing team we’ve built and the roster of incredible brands that trust us to handle their aspiring franchisees the Cadence way!”

Long-term clients of Cadence include iconic brands like McDonald’s Canada, Pizza Pizza, Oxford Learning Centres, Pillar To Post Home Inspectors, Always Best Care Senior Services, Good Earth Coffeehouse, Activate Games, Altitude Trampoline Park, Laser Clinics Canada, and A&W Canada.

Recent partnerships include Cora Breakfast and Lunch, Wild Birds Unlimited, Guac Mexi Grill, Foxy Box Wax Bar, Master Mechanic, Yogen Früz, ohDEER, RaceWay, and Zaxbys.

Trusted by franchisors across Canada, the U.S., Australia, New Zealand, and the U.K., Team Cadence is known for their enthusiastic support team. Managed by Mackenzie Allsop (account director) and Stephanie Stephens (operations manager), it’s comprised of account managers,

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

creative writers and designers, CRM experts, and franchise recruitment specialists.

Serving their 75th brand is a significant milestone on the way to achieving their goal of serving 100 great franchise brands by 2026.

Alliance Franchise Brands hosts 2025 Canadian Regional Meeting in Toronto, showcasing innovation, learning, and networking Alliance Franchise Brands, the international leader and franchisor in the multi-billion-dollar market for marketing, print, sign, and graphics communications services, recently hosted a regional meeting for its franchise members in Canada.

Held at the Toronto Airport Marriott Hotel, the regional meeting united franchise members and support teams for a full day of educational sessions, panel discussions, and networking opportunities. The event featured breakout sessions on marketing, sales, and AI integration.

“The Canadian Regional Meeting we hosted this fall perfectly reflected the collaboration, innovation, and shared growth that define our franchise network,” said Lisa Buehler, president of marketing and visual communications brands at Alliance Franchise Brands. “It was an energizing opportunity for our Canadian Franchise Members to exchange ideas, build stronger connections, and gain new insights to propel their businesses forward.”

Building on the momentum of this year’s systemwide 2025 convention in Daytona Beach, where franchise members across the network were recognized for achieving significant sales milestones, this regional meeting provides an additional

INDUSTRY NEWS opportunity for professional development and collaboration. Later this year, Alliance Franchise Brands will also host its 2025 Annual Sales and Customer Experience Conference in Louisville, bringing together sales professionals from across North America. The event is designed to strengthen sales expertise, enhance customer experience strategies, and drive long-term client loyalty across the company’s network of marketing, print, signage, graphics, and visual communications businesses.

A home run for Wendy’s Canada: new urban format restaurant opens on Baseball Place in Toronto Toronto’s love of baseball has a new home—and this time, it comes with a side of Hot and Crispy Fries.

Franchisee John Ribson opened his organization’s headquarters and

a Wendy’s restaurant on Blue Jays Way in 2024. Earlier this month, he added another winning location to his roster: his 52nd restaurant in Canada, a brand-new non-traditional Wendy’s on Baseball Place in Toronto’s east end.

“Baseball Place” isn’t just a catchy address in the city of Toronto—it’s a tribute to the city’s love of the game.

The street is part of a new development built on the site of Toronto’s original baseball grounds, honouring the sport’s rich local history and the fans who’ve filled the stands for generations. It’s also just down the road from Rogers Centre, home of the Toronto Blue Jays, making it a natural fit for a Wendy’s that celebrates community.

Both restaurants feature the “Global Next Gen” design that includes self-order kiosks, seamless delivery integration, and modern

digital enhancements that cater to evolving consumer expectations.

The Baseball Place location also supports our strategy to expand non-traditional development across Canada—specifically in downtown urban locations such as Toronto, Montreal, and Vancouver—to bring the brand closer to where Canadians live, work, and play.

Whether it’s urban storefronts, campus locations, or stadium-adjacent hotspots like the restaurants on Blue Jays Way and Baseball Place, Wendy’s Canada is finding fresh ways to serve fans.

John is also a proud community supporter and helps young athletes chase their dreams by sponsoring youth baseball teams for the last three seasons.

“Baseball has always brought people together, and that’s what we love about Wendy’s too,” says

Transform Lives & Build a Rewarding Career as an Oxford Learning Franchisee Make a difference to students, their families, the community— and your career—as an Oxford Learning franchisee. Founded on the science of cognitive learning, the Oxford Learning franchise system offers key differentiators not found in any other supplemental education system.

Why Choose Oxford Learning?

Our unique, proprietary system and proven methods are the foundation of our franchisees’ success!

•

Trusted Canadian brand with over 40 years of success

•

Comprehensive start-up support and ongoing training

•

Scalable models for growth

•

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Franchise Canada January | February 2026

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INDUSTRY NEWS John Ribson. “Opening my 52nd restaurant on Baseball Place feels like a homerun and the perfect way to celebrate our love for the city and the game.”

brand remains committed to its motto, Fresh Thinking. Healthy Eating., offering guests quick, nutritious meals with a wide range of customizable options.

Pita Pit opens its first location in Dauphin, Manitoba, 11th in the province, 232nd chainwide Pita Pit, one of Canada’s leading quick-service restaurant chains specializing in fresh, customizable pitas, salads, and rice bowls, has opened its newest location at 1351 Main St S in Dauphin, Manitoba. The new restaurant is located along one of the city’s busiest corridors, offering a convenient and fresh menu that has had favour with Canadians for the past 30 years, and keeps on growing with new options and flavours.

“It’s vast and open blue skies for Pita Pit in the prairies,” says Chris Cann, brand leader for Pita Pit. “For the past 30 years, Pita Pit has been delivering healthy eating options for all lifestyles. We’re delighted to join forces with Jayeshkumar to put down roots in this beautiful community.”

The new restaurant is owned and operated by Jayeshkumar Shankarji Mali, a local entrepreneur with experience in the food service and retail industries.

“Opening this Pita Pit location is both a professional and personal milestone,” says Jayeshkumar Mali, franchise owner. “It represents years of dedication and hard work.

I’m excited to bring a healthy dining option to Dauphin and create a space where people can enjoy great food and strong community connections.”

Located near schools, offices, and residential neighbourhoods, Pita Pit Dauphin offers guests fresh, flavourful meals made to order, with a focus on high-quality ingredients and exceptional customer service.

The new restaurant will employ up to eight local team members.

Pita Pit continues to expand across Canada with 232 locations nationwide and 11 in Manitoba. The

Pet Valu’s 2025 Companions for Change™ fundraising initiatives exceed $4.3 Million Pet Valu, the leading Canadian specialty retailer of pet food and petrelated supplies, proudly announced today that its philanthropic program, Companions for Change, has received more than $4.3 million in monetary and product donations so far in 2025 for Canadian animal organizations.

“We’re very grateful to our devoted pet lovers, franchisees, corporate store teams and vendors whose generosity helped us surpass last year’s record-breaking results.

Thanks to their ongoing support, the Companions for Change program has collected almost $37 million since 2010, one hundred per cent of which is distributed to Canadian animal rescues, shelters and charities,” says Tanbir Grover, chief marketing and digital officer at Pet Valu. “We’re very proud that we’re able to make a meaningful difference to hundreds of Canadian animal rescues, shelters and charities.”

As wildfires and floods displaced thousands of Canadians and their pets this year, the Companions for Change program stepped in to donate much needed pet essentials such as food, litter, bowls, collars, leashes and crates to animal organizations that were providing onthe-ground assistance to evacuated animals and their devoted pet lovers. Animal Food Bank, Canadian Disaster Animal Response Team (CDART), Steinbach Animal Rescue, and the Ontario SPCA each received emergency donations. The Niagara SPCA received an emergency product donation to assist with an unexpected, larger than usual cat intake.

With the goal of leveraging its scale to make a meaningful impact,

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

since 2018, Companions for Change sponsorships have been helping worthy Canadian animal organizations fund larger capital projects. In 2025, Pet Valu committed more than $450,000 to sponsorships, including three mobile units: a mobile vet clinic for Coastal Animal Rescue & Education (“CARE”) Network Society on Vancouver Island, a transport bus for Just Four Paws Rescue Society in lower mainland British Columbia, and a transport van for Restigouche County SPCA (“RC SPCA”) in New Brunswick.

Pet Valu is a longtime supporter and sponsor of Lions Foundation of Canada Dog Guides (“Dog Guides”).

In May, it sponsored the Pet Valu Walk for Dog Guides, Dog Guides’ annual fundraising walk which helps the organization continue to raise, train, and place Dog Guides for Canadians living with disabilities at no cost to them. The Companions for Change program also continued to sponsor Dog Guides Feeding Program, providing Performatrin Ultra® and Performatrin Prime ® food and treats to approximately 200 puppies and dogs in training. Additionally, this year, the Companions for Change program is sponsoring over 20 additional Dog Guides teams.

“As a proudly Canadian, proudly local pet retailer with stores in hundreds of communities across Canada, we’ve seen firsthand how vital local animal organizations are for giving homeless pets a second chance,” says Grover. “In addition to providing donations, our stores work closely with animal rescues in their communities to help find forever homes for pets through in-store adoption events. Since 2010, we’ve helped find fur-ever homes for more than 53,000 homeless pets including over 1,500 this year.”

Donations raised through the Companions for Change program originate from multiple fundraising initiatives hosted by Pet Valu and its franchisees. These include Pet

INDUSTRY NEWS Appreciation Month in June and Companions for Change month in October, during which devoted pet lovers contribute by purchasing PAWS, making custom donations, and rounding up their purchases at checkout. This year, Pet Appreciation Month raised over $2.3 million in monetary and product donations, its highest donations to date. Pet Valu and its franchisees also provide additional support by donating $1 per item on the sale of select Performatrin® and Fresh 4 Life ® products in October. Devoted pet lovers who are looking for ways to help pets in need during the holiday season can pick up the annual Companions for Change “give-whatyou-can” calendar from all Pet Valu stores, outside of Quebec, for a “give-what-you-can” donation. All proceeds go towards the Companions for Change program.

Jimmy John’s confirms the openings of two locations in Barrie this month Jimmy John’s, the sandwich shop known for its made-to-order menu and bold and creative sandwich flavours, opened two new restaurants in Barrie, Ontario in December.

To mark the openings, each location offered its first 100 guests a complimentary sandwich. Once that number is reached, all other customers on opening day had the option of trying classic sandwiches for only $5.

“We are pleased to bring Jimmy John’s to Barrie and to offer residents a new food option that focuses on fresh ingredients and consistent preparation,” says Kim Slongo, director of operations at Foodtastic, the team behind Jimmy John’s in Canada. “We look forward to connecting with the community and introducing guests to the menu.”

The Barrie restaurants will feature Jimmy John’s signature lineup of made-to-order sandwiches prepared with freshly sliced meats, cheeses, and vegetables. The brand continues to expand across Canada, focusing on quality, quick service, and strong franchisees.

“In addition to being a vibrant city, Barrie is an important connection point between the Greater Toronto Area and Ontario’s beloved cottage regions,” says Parth Patel, owner of Jimmy John’s Bayfield location. “These openings are in hightraffic areas, which works well for us because of our commitment to delivering consistent, freaky fast and freshly made sandwiches.”

With significant year-round traffic and seasonal surges tied to cottage country travel, Barrie represents a natural addition to the brand’s growing footprint in Ontario.

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Franchise Canada January | February 2026

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COVER STORY

FRANCHISING TRENDS It's a new year, bringing new opportunities and growth for the franchise industry! To find out what's on the horizon for 2026—from AI innovation to trending industries to shifts in consumer spending habits—we've assembled a collection of experts to share their thoughts on what's trending and what we'll leave in 2025.

Find out where 2026 might take you: into a new era of franchising.

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2026 FRANCHISING TRENDS

NEW YEAR, NEW HEIGHTS OF FRANCHISING The franchise industry is poised for growth in 2026.

Where will you find your franchise opportunity?

BY JOELLE KIDD

E

ach issue of Franchise Canada highlights the success stories of everyday Canadians who made the leap into starting their own business with the help and support of a franchise system. We also tell the stories of those systems, the exciting opportunities that give hopeful business owners an outlet for their entrepreneurial ambitions. But with the new year comes new change and new growth in an always-exciting industry.

That’s why we’ve turned to the experts! Franchise Canada spoke with franchise consultants Gary Prenevost, CFE of FranNet Canada and Mackenzie Allsop of Cadence Franchising to find out which industries are on the rise, what’s trending in 2026, where prospective franchisees should look for their next franchise opportunity, and what questions to ask to get started.

In high demand “Probably the single biggest trend I’ve seen in 2025 that I expect to continue in 2026 is a movement from impulsebased businesses to demand-based businesses,” says Prenevost. By that, he means a shift toward products and services that consumers see as necessities. “There’s a lot of uncertainty in the economy right now, so a demandbased business caters to what is a priority in the consumer’s budget, regardless of economic uncertainties.”

Some of the industries that fall into this category that Prenevost has seen become more popular investments for franchisees are children’s education, pet

products and services, and senior services, outside of healthcare. He’s also seeing a rising interest in the home improvement sector, despite a soft real estate market.

“Less people are selling their homes, and they’re staying in them longer,” Prenevost notes, adding that many consumers are choosing to renovate rather than upsize in hopes of increasing market value. He also notes that B2B (business-to-business) services are increasingly popular, particularly business professional services like coaching, marketing, and AI utilization, services that help companies stay on top of an ever-more competitive marketplace.

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"MORE PEOPLE ARE COMING TO FRANCHISING [...] THEY'RE LOSING CONFIDENCE IN THEIR CORPORATE CAREERS AND SAYING, 'IS FRANCHISING AN OPTION FOR ME?'" Gary Prenevost, CFE FranNet Canada

Allsop agrees. “Service-based franchises are on the rise, many in industries that might surprise you," she says. “Home services, coworking and business services, health and senior care, pet services, beauty services— many of these offer non-traditional franchise models that are growing in popularity and consumer demand.”

Another trend that continues to grow is the appeal of mobile businesses. These businesses “often come with a much lower cost of entry than traditional brickand-mortar, making these franchise opportunities more accessible to a greater number of hopeful entrepreneurs,” Allsop says.

Part of this trend has to do with advances in technology that make mobile ordering seamless for consumers. “Convenience is king,” says Allsop. “Consumers are online. We order everything, from take-out and groceries to clothing and furniture, with a few easy clicks. The need to visit a physical location is fading in many sectors, and a lot of franchise brands are capitalizing on this.”

That said, for certain products or services, “engaging physically with the product or experiencing exceptional in-person service is more important than ever,” she adds.

“There’s a need for both traditional and non-traditional business models.”

The way to work When it comes to trends in how business owners view their work, and what kinds of lifestyle factors weigh into franchisees’ investment decisions, both Allsop and Prenevost see greater importance placed on self-reflection, flexibility, and autonomy.

“What I’m seeing from people looking for franchises is a stronger desire for work-life integration,” says Prenevost. “They know it takes a lot of work to get a business off the ground, but they’re not looking for that 60, 70-hour [per week] grind anymore.” The first year of business ownership is always a “sacrifice year,” Prenevost notes, and prospective franchisees know that—but after the business is up and running, he’s seen more interest

in opportunities that allow greater flexibility in terms of hours and a stronger work-life balance.

Allsop identifies the rise of Multi-Unit Multi-Brand Owners (MUMBOs) as a driver of significant growth for both emerging and legacy franchise brands in 2026.

“MUMBOs often excel operationally and deliver strong financial results thanks to ample experience and powerful pre-existing organizational infrastructure.”

But not all prospective small business owners are looking to “build an empire,” she notes. “Many are simply looking for the opportunity to live life more on their own terms.” Simple and flexible service businesses with low overhead will be popular picks for entrepreneurs seeking this kind of autonomous lifestyle.

Prenevost says the economic landscape is also driving more people to look at franchising as an option. “More people are coming to franchising because of return to office policies, AI disruption in the workplace, things like that. They’re losing confidence in their corporate careers and saying, ‘Is franchising an option for me?’”

Authentic eats Despite the rise in interest toward service-based sectors, both Prenevost and Allsop note that interest in the food sector continues to be a strong force in franchising.

Foodservice brands, including Quick Service Restaurant (QSR) concepts, cafés and bakeries, and full-service dining, continue to draw interest from potential investors.

But within the food space, trends toward thoughtful sourcing and authentic ingredients are predicted to be huge in 2026.

“QSR brands that embrace wholesome ingredients and thoughtful indulgences as part of their brand identities are resonating with consumers,” says Allsop. “Think elevated breakfast concepts, innovative fusion menus, and QSR brands that put freshness and quality center stage.”

Prenevost considers the major differentiator between a flash-in-the-pan trend and a solid concept to be a strong foundation of experience. “Watch for emerging flavour

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2026 FRANCHISING TRENDS

"CONSUMERS WANT TO SUPPORT LOCAL, AND FRANCHISEES NEED TO TAKE EVERY OPPORTUNITY TO EDUCATE THEIR COMMUNITIES ABOUT THEIR LOCALLY OWNED BUSINESS." Mackenzie Allsop, Cadence Franchising

profiles that are backed by franchisors with strong experience,” he advises. That’s a major advantage of choosing to franchise with a foodservice brand, he adds: that industry segment is full of strong, proven franchisors who are able to apply their expertise to new concepts, additional brands, or expanded networks.

2025 saw major political and economic upheavals, particularly in the U.S., and Allsop notes these shifting tides “had profound impacts on the Canadian economy and Canadian sentiments.”

“This trend is likely to continue through 2026 and beyond,” she notes. “Many brands are attempting to distance themselves from the noise south of the border by showcasing their Canadian ownership, Canadian franchisees, Canadian supply chains, and overall Canadian pride.”

The strength of the franchise model is that each franchisee is a small business owner who lives locally and contributes to their community. Allsop says this messaging is crucial to meeting consumer preferences for 2026.

“Consumers want to support local, and franchisees need to take every opportunity to educate their communities about their locally owned business.”

Tips for ‘26 So, if you, armed with this knowledge, want to go forth and open your own franchised small business in 2026, what do you need to know?

Allsop says, first and foremost, “Know yourself.” Start by looking inward, she advises: “Get to know your real priorities—your wants, your needs, your strengths and weaknesses, your deal-breakers. Clearly define what your goals are, and then work to find a franchise system that will help you meet those goals.”

Prenevost notes that it’s also important to understand the learning curve of opening a new business. “People are going from being an expert or highly proficient in their corporate roles to beginner status running their new business,” he says.

Allsop agrees. “Leave yourself room to build, and enough cash in reserve to support your business and your home life for several months as you build your customer base.”

It’s important to “know your why,” Prenevost adds; the reason behind your business and what you want it to be. Ask yourself, “What are you building towards?” he suggests. “Year one and two are about building a foundation. Year three and on is about growing and scaling.

If you don’t build a strong foundation, you’ll never be able to scale.”

Finally, he says, “Get expert help. A franchise consultant to help you understand your best options and guide your research so you’re not missing things. Accountants and business planning experts for financial advice, help building a three-year business plan and getting financing. And a franchise lawyer to help you understand your rights and obligations.”

Going into 2026, new business owners are facing “some natural headwinds,” Prenevost says, including increased labour costs, supply chain disruptions, and the uncertainty of trade causing lower consumer confidence. But, he says, “Forewarned is forearmed.”

“I think franchising is going to out-compete non-franchised businesses in 2026 and beyond,” he says, "because of the collective amount of money and talent that franchisors and franchisees are investing in AI to optimize their business. The vast majority of non-franchised businesses simply cannot come close to matching this."

He adds that, perhaps unexpectedly, a recession may just be "the best time to start a business."

“It’s not going to be the easiest; it’ll take longer to get success than if they were in a strong market.

But they’re going to be more careful—more careful with every customer, more careful with every dollar.

They’re building a really strong foundation, so that when the market turns around, they’re going to be first in line at the very beginning of that increase, to take advantage of the full wave.”

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THE CANADIAN ECONOMIC OUTLOOK FOR FRANCHISE OWNERS IN 2026 CONTRIBUTED BY CIBC

T

he economic outlook for Canadian franchise owners in 2026 is more cautious than before, according to new data from CIBC Capital Markets. While there are signs of gradual recovery, growth is expected to stay slow because of ongoing trade issues, weaker momentum, and a labour market that is still volatile. Inflation is mostly under control, and the Bank of Canada says interest rates are likely as low as they will go, with little chance of further cuts unless conditions worsen. Franchise owners should expect modest growth, ongoing external risks, and focus on building operational resilience.

Key economic developments (late 2025 and 2026) CIBC’s cautious view for 2026 is based on three main factors: Canadian GDP and growth, interest rates and monetary policy, and the labour market.

1. Canadian GDP and economic growth: Economic growth performance in Canada during 2025 has been modest, and the outlook for 2026 has been revised downward due to ongoing uncertainty. CIBC Economics forecast 1.4 per cent growth in 2026, which would be only a slight acceleration relative to the 1.2 per cent expected for 2025. This cautious outlook reflects: • The impact of higher average U.S. tariffs on Canadian exports to the U.S. (currently at 6.0 per cent, up from 4.5 per cent before recent announcements on lumber and other goods).

• Ongoing trade uncertainty, with no trade deal in place regarding U.S. tariffs and the Canada-United States-Mexico Agreement (CUSMA) set for negotiation in 2026.

• Broad structural changes within the Canadian economy.

As a result of these factors, by the end of 2026, Canadian GDP is expected to be approximately 1.5 per cent lower than the Bank of Canada’s January 2025 forecast, with the shortfall attributed to both trade disruptions and weaker demand.

2. Interest rates and monetary policy: The influence of interest rates and monetary policy decisions by the Bank of Canada is expected to wane in 2026. While

the Bank of Canada lowered rates to 2.25 per cent in October 2025, it also indicated that this is likely the “end of the line” for further cuts unless the economic outlook deteriorates. As a result, additional rate cuts are unlikely in 2026 unless there is a significant negative shift in economic conditions. Currently, the Bank of Canada considers interest rates to be sufficiently low to support existing demand in the Canadian economy.

3. Labour market: Despite ongoing economic uncertainty and the negative impact of U.S. tariffs on key industry sectors, Canada’s labour market has remained relatively stable. Strong job gains in September and October 2025 (net +127,000) reduced unemployment slightly, and further gradual improvement is expected during 2026. While employment gains are projected to slow, a deceleration in population growth—lower immigration targets were recently announced in the Federal Budget—should help the unemployment rate continue to decline. Elevated unemployment rates, particularly in populous provinces like Ontario and Alberta, should allow franchise owners to source labour without too much wage pressure.

Implications for franchise owners The current economic outlook in Canada for 2026 presents both opportunities and challenges for franchise owners.

Thanks to recent reductions in interest rates by the Bank of Canada, financing costs have stabilized. This environment should help franchise owners looking to refinance debt, grow their networks, or invest in new technology. Some slack in the labour market may also make it easier to recruit workers in 2026, although rising wages could increase costs. In addition, new fiscal supports for Canadian industry—especially for infrastructure—may offer advantages to franchise owners in construction, logistics, or local services.

Although there are some positive signs, franchise owners will face challenges in 2026. Economic growth will be subdued, trade disruptions will continue, and some sectors may be more volatile. With GDP growth at just 1.4 per cent in 2026, demand for many franchise products and services will be moderate. Franchises trading with the U.S.

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will be affected by higher tariffs and trade uncertainty.

Sectors like construction and manufacturing are more exposed to risks. Rising wages will also put pressure on profit margins, so careful cost management is essential.

Strategic recommendations for franchise owners to navigate subdued growth With modest GDP growth, rising wages, and trade uncertainty, franchise owners should use targeted strategies to stay profitable and resilient. Here are some practical steps: 1. Optimize cost management •R eview supplier contracts. Consider renegotiating terms, seeking volume discounts, or switching to local suppliers to reduce exposure to tariffs and currency fluctuations.

• Monitor inventory levels. Use just-in-time inventory practices to lower holding costs and minimize waste.

•C ontrol operational expenses. Regularly review expenses such as utilities, insurance, and maintenance to find savings. Track wage trends and adjust compensation strategies to remain competitive while protecting profit margins.

2. Enhance productivity and efficiency • I nvest in technology: Implement point-of-sale (POS) systems, automation, and digital tools to streamline operations and reduce labour costs.

•S tandardize processes: Document and enforce best practices across all locations for consistency and efficiency.

•C ross-train team members: Enable team members to perform multiple roles, increasing flexibility.

3. Leverage financing •T ake advantage of stable, low borrowing costs to invest in productivity-enhancing technologies and business improvements.

4. Strengthen customer engagement •L oyalty programs: Launch or enhance rewards programs to boost repeat business and customer retention.

•P ersonalized marketing: Use data analytics to target promotions and communications to specific customer segments.

• Solicit feedback: Actively gather and act on customer input to improve offerings and service quality.

5. Diversify revenue streams •E xpand product and service lines: Introduce complementary products or services that address changing consumer needs.

• Explore new channels: Invest in online sales, delivery services, or partnerships with third-party platforms.

•H ost events or promotions: Organize special events or limited-time promotions to drive traffic during slower periods.

6. Focus on workforce management • Competitive compensation: Adjust wages and benefits to attract and retain talent, balancing costs with productivity gains.

• Focus on talent: Enhance recruitment and retention efforts, particularly for part-time and youth workers, to ensure service quality.

• Flexible scheduling: Offer varied shifts and part-time opportunities to align labor supply with demand.

• Employee development: Provide training to improve skills, motivation, and efficiency.

7. Monitor economic and market trends • Regularly review economic indicators: Track local unemployment rates, consumer confidence, and industry trends to anticipate shifts in demand.

• Monitor policy and trade developments: Stay updated on federal budget announcements and trade negotiations, as these could materially impact sector prospects.

• Adjust pricing strategically: Stay agile with pricing to remain competitive without sacrificing margins.

8. Engage with industry • Network with other franchise owners: Leverage the Canadian Franchise Association and other industry groups to share insights and best practices to collectively address common challenges.

Conclusion In 2026, franchise owners in Canada can expect modest growth, ongoing external challenges, and gradual improvement in the labour market. With interest rates likely stable and trade risks continuing, focus on efficiency, managing costs, and strategic investment. Staying flexible and informed will help franchises manage challenges and prepare for future growth.

This article was contributed by CIBC Commercial Banking. To learn more about CIBC’s Franchise Services, visit https://tinyurl.com/3y2mjuf5 Sources: 1. “Bank of Canada: The end of the rate cutting line”, CIBC Economics – Economic Flash, Andrew Grantham, October 29, 2025.

2. “Canadian GDP (Aug, Sep/Q3 adv): A small scare for the BoC”, CIBC Economics – Economic Flash, Andrew Grantham, October 31, 2025.

3. “Canadian employment: Strong October, but truer tests to come”, CIBC Economics – Economic Flash, Andrew Grantham, November 7, 2025.

4. “Federal budget 2025: Your patience is appreciated”, CIBC Economics – Federal Budget Brief, Avery Shenfeld, Ali Jaffery, and Katherine Judge, November 4, 2025.

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2026 FRANCHISING TRENDS

SMALL BUSINESS, BIG FUTURE An RBC poll says entrepreneurial ambition is at an eight-year high. Is 2026 the year of the small business owner?

According to the annual RBC Small Business poll, entrepreneurial ambition has reached its highest levels in Canada since 2017, with 59 per cent of Canadians saying they would like to own their own business. Eight in ten Canadians (81 per cent) also said they believe small business ownership is a viable way to earn a living. And for those already on their business journey, optimism is high: 75 per cent of business owners say they are adapting well to market volatility.

Franchise Canada sat down with Karen Svendsen, senior director of small business and partnerships at RBC, to dig into these findings and what they mean for franchised small business owners in the year ahead.

BY KAREN SVENDSEN, RBC SENIOR DIRECTOR SMALL BUSINESS AND PARTNERSHIPS, AS TOLD TO JOELLE KIDD

T

he fact that we’ve hit an eight-year high with 59 per cent of Canadians indicating a desire to enter into entrepreneurship is such a fabulous thing to see at this moment, for Canada.

Another key finding, and it’s kind of related, is the overall resilience and optimism of business owners themselves.

61 per cent of small business owners say they’ve changed their business strategy in the past year. When we reflect on the past few years, there have been many reasons for small businesses to develop resilience and to change their strategies, to pivot—obviously, the big one was the COVID-19 pandemic, which had a huge impact on small business, but also the things that came after: supply chain challenges, talent shortages, interest rate changes, and more. With that ability to pivot and adapt to whatever changes come, we also see a great optimism and resiliency in small businesses.

When it comes to the high desire for entrepreneurship, I think there are several factors driving that. Number one, Canadians are continuing to reevaluate their lives and careers. For many, the idea of pursuing entrepreneurship is about independence and flexibility—

having the ability to shape their own future rather than relying on a predetermined career path. Also, never before have the barriers to starting a business been so low: there are e-commerce platforms, ever-expanding franchise networks available, and pathways to start a business as a side hustle, getting your feet wet a little, keeping maybe a salary going in the meantime, while being able to explore entrepreneurship.

On the other side, Canadian customers continue to embrace small businesses. They want to work with them, they want to shop with them, they want them on their main streets, in their neighbourhoods—they see how small businesses of all types really contribute to great, robust communities. So, I think that belief in small businesses also makes entrepreneurs think, “Canadians are behind me taking this plunge.”

A year of change In the past year, a majority of business owners report adapting the way they run their business. A lot of them are thinking differently about how to attract and retain customers. They’re also looking for time saving techniques:

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how do they make administrative tasks easier, do they engage in using different digital solutions to help them do some of those tasks—which is where Beyond Banking with RBC, where we have a suite of solutions they can take advantage of, comes in—those are things that can really help them gain time back.

Business owners are also looking at diversifying their supply chain. Businesses that have inventory are considering whether they need to become less dependent on one supplier or make a change in their supply chain. And then finally, we’re seeing more investment in digital platforms, both from a marketing perspective and in making sure that the website is up to date and fresh so that they can sell their products.

In adopting new digital solutions, 20 per cent of small business owners polled are planning on going as far as investing in what’s referred to as a “digital transformation,” a significant digital piece. They’re also going toward marketing and brand-building, with 31 per cent planning on investing in marketing activities; that’s one in three that are looking at investing in marketing— and often that marketing delivery is through digital channels—as well.

Bright futures Coming out of 2025, we’re seeing continued economic uncertainty, and that certainly remained the top issue that small business owners are thinking about in 2026, with 21 per cent of owners saying it’s their biggest hurdle.

The next one is attracting and maintaining customers, which was 19 per cent, and speaks to just how competitive the market is becoming for businesses of all types.

They're also mindful in thinking about maintaining a healthy cash flow, which also came in at 19 per cent. This is critical for a small business to be resilient. The strain of dayto-day operations comes in a little bit lower at 8 per cent.

Despite these challenges, 66 per cent of business owners say they feel optimistic about the outlook for small businesses in the year ahead, and 70 per cent of them say they feel they are equipped to handle future disruptions.

I think what this points to is that business owners today are optimistic, but also clear-sighted. They have a steady confidence, believing: “I’ve thought about what I need to do, I’ve got plans in place, I know I have the resilience, I know I have the ability to pivot”—and that balance of realism and resilience is what makes us at RBC really feel confident that the optimism will continue into 2026.

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2026 FRANCHISING TRENDS

EXPERT ROUNDTABLE: AI INNOVATION AND INTEGRATION IN FRANCHISING As Artificial Intelligence (AI) continues to advance and grow in popularity, all industries are looking to utilize the technology to help their businesses benefit and grow. The franchising world is no different.

Franchise Canada reached out to three professionals in the AI space and the franchising industry to hear about effective integration of the software: Philip Giles, senior sales director, Neovation Learning Solutions; Arash Fasihi, founder and CEO of voice-AI solution Sayda; and Ford Saeks, president and CEO, Prime Concepts Group Inc. Responses have been edited for length and clarity.

Q: What kinds of AI innovations do you see being used in the franchise space?

Philip Giles, Neovation Learning Solutions

Philip Giles: For years, AI was invisible, but now it's achievable to use it as an active partner within the franchising environment.

We're seeing training that's tailored to the job instead of a one-size-fits-all manual, an "expert in your pocket" that provides instant, accurate answers, which is critical for compliance, and even intelligent lead follow-up. AI can now manage the initial customer intake, ask qualifying questions via text or web chat, book appointments based on the franchisee's real-time availability, and send automated follow-up reminders. This ensures no lead is dropped and the franchisee can focus on doing the actual job.

Arash Fasihi: We see more franchised brands across the board using voice AI deployment. For multiple locations, franchisors want to get more insight into the calls that come through and be able to track that caller information. This helps retarget customers, build audiences, and then build lookalike audiences from the same callers.

This kind of data collection wasn’t previously possible.

Instead of staff needing to answer customer calls in the middle of a busy rush time, AI can also handle some of the volume to give more breathing room to the staff. [Using AI] for service operations is huge, because [an AI-voiced phone call] is far more effective than sending a text or email for sameday or next-day service.

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

Ford Saeks: Across the franchise sector, the most meaningful AI innovations are grounded in real operational data. Brands are using AI to forecast staffing needs, predict inventory fluctuations, and identify performance gaps before they become costly problems.

We’re also seeing rapid adoption of AIdriven training platforms that personalize learning for each franchisee and team member. On the customer-facing side, AI is reshaping digital engagement. Personalized offers, automated follow-up, and intelligent chat systems help franchisees improve local marketing without needing large internal teams. AI is helping franchisors scale consistency while giving franchisees tools to perform at a higher level.

Q: What are, in your opinion, key AI tools brands and small business owners need to use?

PG: It's less about a single "must-have app" and more about three key categories of AI. The first is customer-facing AI. These are chatbots or voice assistants. The good ones can handle 80 per cent of routine customer inquiries 24/7, which frees up people-time.

The second is marketing and content AI, tools that can draft social media posts, write customer email newsletters, and generate local ad copy, helping a business compete professionally. However, it’s important for the franchisor to be involved with this to ensure brand consistency in marketing. Third are internal knowledge and training AI, which are tools and platforms that have absorbed your

2026 FRANCHISING TRENDS

entire operations manual, your marketing plans, and your HR policies. Staff can ask it questions and it can even use that knowledge to proactively train new hires.

AF: Not every part of a business is going to be impacted [by AI tools], but there are many aspects of a small business that could be enhanced with something like voice AI. If a receptionist is taking 100 calls a day, that means 100 times a day they have to stop what they're doing to take a call with a question like, “Are you guys open till 5 p.m.?” Integrating voice AI means maybe 30 less calls that the day to interrupt them.

FS: The most essential tools fall into a few practical categories. Generative AI can help with communication, content creation, and knowledge transfer. Tools help teams draft messages, build SOPs, and document best practices quickly and consistently.

AI-enabled CRM [Customer Relationship Management] systems are platforms that help franchisees with automated followup, customer segmentation, and retention strategies based on real data instead of guesswork. Predictive analytics tools turn raw numbers into insights. Whether it’s forecasting sales, staffing, or inventory, predictive systems help both franchisors and franchisees make smarter decisions. And process automation tools eliminate repetitive admin tasks, freeing teams to focus on customer experience, community involvement, and high-value activities.

Q: Are there AI tools or applications that are overvalued right now? What red flags should brands watch for?

PG: The most overvalued tools are the "AI for AI's sake" solutions—it’s so important to make sure you know what problem you’re trying to solve before you buy. Every franchisee should look out for AI tools that don’t clearly solve a specific problem, tools that are just an AI wrapper on a public model, or tools that create more work by not integrating with your existing systems.

AF: I don't see anything that’s particularly overhyped right now. I think the best way to

approach it is—every part of the business can be touched with a solution, and it's not a replacement, it's enhancement. The cost of failure is very low, and integrations are super fast. That said, I think every company should invest in someone who can actually do the digging to see which solution will actually work for their particular brand.

FS: As with any emerging technology, there are plenty of overhyped solutions. Here are the red flags franchise brands should pay attention to: tools that lack transparency around data sources; platforms that promise full automation without considering operational nuance; vendors that avoid discussing privacy, accuracy, or long-term scalability; systems that require heavy technical lift without clear implementation pathways; and anything that replaces judgment with blind automation instead of supporting decision-making

Arash Fasihi, Sayda

Q: Why do you think it's important for brands to harness AI tools?

PG: It’s important for two big reasons: efficiency and freeing up your team. It all comes down to consistency at scale. A franchisor is selling a proven system. The challenge is making sure that system is executed perfectly, whether you have 10 locations or 1,000. AI can be in 100 places at once, acting as a "brand guardian" for every franchisee, using the word “brand” in its broadest sense.

AF: There are so many benefits. Everybody has their own version of how they like to run their operations, but many software solutions are built for a mass audience. With AI, especially no-code AI solutions, people can actually build their own bespoke internal platform.

Ford Saeks, Prime Concepts Group Inc.

FS: It gives leaders the ability to see what’s happening across the entire system in real time and provides franchisees with insights that used to require high-level analysts. AI helps brands make better decisions faster.

In an environment where margins are tight and customer expectations are rising, AI becomes less of a luxury and more of a competitive requirement.

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2026 FRANCHISING TRENDS

MUST-KNOW BUSINESS TERMS AND TRENDS FOR THE YEAR AHEAD

BY NIYATI BUDHIRAJA, SOCIAL AND COMMUNITY ENGAGEMENT SPECIALIST, MONERIS

A

s a small or medium-sized business owner, you already wear a lot of hats. From managing dayto-day operations to keeping customers happy, staying on top of everything can be challenging— especially in such a rapidly changing environment.

Each year, new terms and trends are popping up that may sound like buzzwords, but they’re shaping how businesses work, sell, and grow. We’ve put together a simple glossary of 10 key terms and trends that are shaping the business world right now, so you can spot what’s relevant for your business and make confident, future-ready decisions.

Agentic AI Agentic AI is a type of artificial intelligence that can work on its own without needing people to guide it all the time.

Unlike regular AI, which merely provides suggestions or performs simple tasks based on queries, agentic AI can plan, decide, and act independently to achieve its goals.

According to Gartner, by 2029, agentic AI is expected to independently handle 80 per cent of typical customer service problems without the need for human involvement.

Example: Imagine a small shop where an agentic AI watches your stock levels and automatically orders new supplies before you run out. It can also answer customer questions right away, day or night, without human intervention.

Phygital Phygital is a mix of “physical” and “digital”, sometimes called ”click and mortar.” It means combining online and in-store shopping so customers have a smooth and connected experience, no matter how they shop.

Today’s shoppers expect things to be easy and consistent whether they’re buying from their phone or visiting a store. Businesses that make shopping simple both online and offline keep customers happy and coming back.

Example: A clothing boutique allowing shoppers to scan QR codes on products to check stock online or pay using a mobile point-of-sale (POS) device anywhere in the store.

Hyperautomation Hyperautomation means using several smart technologies together—like artificial intelligence (AI), machine learning, robots that do repetitive tasks (robotic process automation), and data analysis to fully automate complicated business processes from start to finish. A research report from Spherical Insights & Consulting states that the global hyperautomation market was valued at $43.32 billion USD in 2023 and is projected to grow to $198.96 billion by 2033.

Instead of just automating one small task, hyperautomation helps you automate entire workflows, making things faster and easier.

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2026 FRANCHISING TRENDS

Example: Imagine a small online store. Instead of manually entering sales data, checking payments, and organizing shipments, hyperautomation can automatically update your bookkeeping when a sale happens, match payments to orders without you doing it manually, and even manage packing and shipping notifications automatically. This means less time spent on repetitive tasks and more time to focus on growing the business.

Generative Engine Optimization (GEO) GEO is the practice of optimizing online content specifically for AI-powered search and answer engines. Traditional SEO focuses on getting your website noticed by search engines like Google by using keywords. GEO, on the other hand, is about creating clear and direct answers that AI tools can quickly find and share when someone asks a question.

As more people rely on AI assistants for product recommendations or quick answers, your business needs to be AI-visible and easy for these systems to recommend.

Example: If you sell handmade candles, instead of just crowding your website with keywords like “best candles” or “buy candles online,” you would write simple, clear content that answers questions such as, “What makes handmade candles better than regular ones?”, “How long do your candles burn?”, and “Are your candles safe for people with allergies?”

When an AI assistant gets a question about candles, it can pick up your clear answers and suggest your business to the customer.

Fear of Becoming Obsolete (FOBO) FOBO is a growing feeling of anxiety experienced by workers and business owners who worry they might fall behind because of fast-changing technology, especially AI. This fear is real and widespread. The best way to combat FOBO is through continuous learning and adaptability. Staying informed and upgrading skills will help your business stay competitive and your team feel confident.

Explainable AI (XAI) XAI refers to AI systems that make their decisions easy for people to understand. Instead of just giving an answer, XAI also explains why it made a certain recommendation or took a specific action.

Trust is crucial. If an AI system flags a payment or denies a customer return, you want to understand why and be able to explain that to your customers or team.

This transparency reduces confusion and builds confidence in AI tools.

Example: Your online store’s AI detects a suspicious payment and stops it. With XAI, you’ll see that it flagged

the payment because it matched patterns of fraud, like coming from an unusual location or being a high amount.

You can then confidently tell your customer why the payment was stopped.

Fast-Follow Strategy Instead of being the first to introduce a new product or service, fast followers watch what early adopters do.

They learn from what works well and what doesn’t, then quickly launch their own improved or slightly different versions.

This way, businesses take less risk and spend less money trying something brand new. Small businesses can do well by staying alert and adapting, instead of rushing to be first.

Example: A small coffee shop notices a competitor’s successful seasonal drink. Then they launch their own version with a twist, maybe in a different flavour or at a better price, which attracts customers without the guesswork of being first.

Gig Economy 2.0 The gig economy has matured into a more supportive environment for freelancers and contract workers, offering benefits like healthcare options, skill development, and community networks. A survey conducted in partnership with the Angus Reid Institute revealed that close to 25 per cent of participants are involved in some form of gig work or side hustle.

Many businesses increasingly rely on gig workers.

Understanding this new phase helps you attract and retain talented freelancers while respecting their needs.

Example: Let’s say you run a marketing agency and need help with design. Instead of hiring a full-time employee, you bring in a freelance graphic designer. To build a strong relationship, you offer steady projects, flexible deadlines, and even access to online courses.

The designer feels valued and keeps working with you long-term.

Living Intelligence Living Intelligence is a new idea where technologies like AI, sensors, and biotechnology work together to create systems that can sense what’s happening around them, learn from it, and adjust on their own without human help.

Although it’s still in the early stages, this kind of smart system could help businesses react in real time to things like customer needs, weather changes, or supply chain problems.

Example: Imagine a grocery store that can tell when certain fruits are running low, order more automatically, and adjust prices based on freshness and demand, all without anyone needing to step in.

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2026 FRANCHISING TRENDS

Regenerative Business Regenerative Business goes beyond just “doing less harm.” It’s about giving back more than you take by helping the environment, local communities, and the economy grow stronger through your business activities.

More consumers are choosing brands that create a measurable, positive impact. By adopting regenerative practices, businesses can stand out and build long-term trust and value.

Example: A clothing brand that not only uses organic cotton but also restores soil health, supports local farmers, and creates jobs in underserved areas is practicing regenerative business.

Turning Trends into Action The business landscape is full of new opportunities and challenges. These 10 terms are more than buzzwords.

They represent the direction in which technology and customer behaviour are heading. As a small or medium business owner, understanding them will help you make smarter decisions, better serve your customers, and grow your business sustainably.

You don’t have to adopt every trend immediately.

Start with what fits your business and your customers best. Whether it’s testing agentic AI or adding phygital shopping experiences, staying informed is the way to ensure growth and success.

Sources: https://www.gartner.com/en/newsroom/press-releases/2025-03-05-gartner-predicts-agentic-ai-will-autonomously-resolve-80-percent-of-common-customer-service-issues-without-human-intervention-by-20290 https://www.globenewswire.com/news-release/2024/07/31/2921541/0/en/Global-Hyperautomation-Market-Size-To-Worth-USD198-96-Billion-By-2033-CAGR-Of-16-47.html https://www.cbc.ca/news/canada/british-columbia/securian-canada-gig-work-poll-1.7340681

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2026 FRANCHISING TRENDS

THE ROLE OF CONSUMER SPENDING DATA IN DECISION MAKING DURING ECONOMIC UNCERTAINTY

BY SEAN MCCORMICK, VICE PRESIDENT, BUSINESS DEVELOPMENT-DATA, MONERIS

N

ot since the onset of the pandemic in March 2020 have consumers and businesses faced this level of economic uncertainty. In times like these, shifts in consumer spending behaviour can be difficult to anticipate. That’s why researchers and business leaders look for early indicators that can help guide strategy and support decision-making.

The accuracy of research conclusions is directly proportional to the reliability of the data inputs. So, one of the major challenges every researcher struggles with is how and where to source trusted and reliable data.

In consumer spending research, a statistically relevant sample should include consumer spending results spanning all credit card brands from all issuing banks, and it must include debit transactions. Debit transactions comprise an enormous share of spending, especially here in Canada. Researching only credit spend, or only debit spend, is to ignore half of the story willfully.

And basing research conclusions on a single bank-issued credit card brand is akin to studying shoe sales using Adidas sneakers as the only data point. So, it is imperative that researchers source large samples of trusted consumer spending data with minimal bias toward card type or card brand.

For now, let’s discuss research related to the current economic uncertainty.

It might surprise you that Canadians spend essentially the same amount on groceries on each trip to the grocery store as they did 4 years ago. This is despite a period of double-digit food inflation. Common explanations include the “substitution effect,” where financially stressed consumers switch to cheaper brand alternatives to save money. They are spending more time hunting for deals. I have also listened to theories that consumers are pulling back on the volume of perishables they might buy in a single trip to eliminate

waste if the product spoils before they consume it, thereby saving money. As revealed by consumer spending data, the bottom line is that Canadian consumers are adaptable and have responded to food inflation in surprising but logical ways.

Using Moneris consumer spending data, we have also observed a reversal in the upward trend in apparel spending since mid-2023. For this measure, we look at “dollar volume growth” within the apparel category, which measures the aggregate dollar volume of all payment cards processed by Moneris in the category. In early 2023, year-over-year dollar volume growth in apparel turned negative and stayed that way in all but three of the next 78 weeks. Recently, data has revealed encouraging signs of life in this group nationally. However, recent Canadian anxieties related to cross-border trade and the knock-on effect for consumers may yet cool the upward trajectory of this group.

We are about to find out how Canadian consumer sentiment will impact purchase decisions. A recent Angus Reid Survey revealed that 46 per cent of Canadians believe tariffs will hurt their finances. Whether or not that holds true and to what degree remains to be seen.

But we know for sure that how rich or poor you feel at the moment you are considering a purchase has a profound impact on the purchase outcome.

Consumer spending data has helped researchers learn, or perhaps reminded them, that consumers are adaptable when it comes to spending. Researchers, economic developers, and businesses who capture this moment of economic uncertainty and successfully forecast the thinly charted path ahead will emerge from the moment ahead of the pack. And make no mistake, history shows that periods of economic uncertainty are usually short-lived, no matter how hot the moment might seem.

Data is the change you don’t see coming.

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

180+ LOCATIONS NATIONWIDE

$425K+ FUNDRAISED ANNUALLY

SUPPORTING 500+ LOCAL CHARITIES

2026 FRANCHISING TRENDS

TRENDS IN FRANCHISE EDUCATION: PREPARING THE NEXT GENERATION OF FRANCHISEES

BY MARY MACDONALD, CFE

F

ranchising in Canada continues to grow in scale, diversity, and complexity. The sector is the 12thlargest in Canada, contributing $133 billion to the economy and supporting close to 2 million jobs, with more than 67,000 franchise units across over 60 categories. New and non-traditional models are emerging alongside established sectors, including digital and mobile services and technology-enabled home-based businesses in areas such as health tech, sustainability, and specialty logistics.

As the landscape evolves, so do the expectations of the people entering it. Prospective franchisees bring a stronger appetite for understanding their investment, a desire for transparency, and a keen interest in the learning that will support their success.

Education has become a central part of that journey.

It is not simply an introductory step. It forms a pathway that guides candidates from early curiosity to confident decision making and, eventually, to capable ownership.

Several trends are shaping how that pathway is evolving in Canada today.

A more informed franchisee pipeline Many aspiring franchisees now begin their learning before any formal conversation takes place. Industry analysis shows that younger entrepreneurs are enter-

ing franchising in rising numbers, contributing to a shift in how candidates prepare. Webinars, introductory courses, virtual discovery days, and on-demand resources are often the first touchpoints. These early experiences help people make sense of new terminology, financial requirements, and operational realities.

Early education also encourages a more reflective approach to evaluating brands. Candidates are no longer simply asking whether a franchise is profitable; they are asking whether the model fits their experience, their goals, and the type of work they want to do each day.

Flexible and accessible learning models Adult learning continues to shift toward formats that respect time, access, and pace. In franchising this has sparked interest in shorter modules that support quick, meaningful engagement. While microlearning in the strict sense is still emerging in Canada, the broader move toward flexible, self-paced formats is clear. Digital modules and hybrid training options allow candidates to build foundational knowledge in manageable steps, especially those balancing work and family commitments.

Emerging technologies are also influencing these models. One of the most practical uses of AI today is its ability to scan and interpret large volumes of operational content, including manuals and training guides. Instead

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2026 FRANCHISING TRENDS

of searching lengthy documents, candidates and owners can ask a question and receive an immediate answer linked to the relevant section. This type of just-in-time learning reduces confusion, improves consistency, and supports faster onboarding. AI tools can also identify patterns in common questions, helping franchisors identify where training materials may need clarification or reinforcement.

Although adoption varies across the industry, these tools are becoming a practical complement to traditional training. They support learning that is more responsive, more accessible, and more aligned with the day-to-day realities of franchise operations.

Practical insight and peer learning Foundational knowledge is necessary, but candidates increasingly want a clear view of the lived realities of franchise ownership. Hearing directly from operators and franchise experts helps them understand how ramp up unfolds, how financing works in practice, and how local teams manage labour and market fluctuations.

These perspectives give shape to the day-to-day rhythms of the business and help candidates assess whether the mindset required aligns with their strengths.

Many candidates also look for connection as they move through their decision making. Virtual roundtables, cohort sessions, and mentorship conversations provide opportunities to learn from peers who are asking similar questions. Research in adult learning consistently shows that people retain information more effectively when learning alongside others. These shared spaces normalize uncertainty, build confidence, and introduce candidates to the collaborative structures they will rely on as owners. They reinforce an important message that learning does not end once the agreement is signed but continues within a community that grows together.

Lifelong learning as a strategic advantage Canadian franchisors have always offered training, but ongoing development now plays a more strategic role. As operators navigate shifting labour markets, new technologies, and changing consumer expectations, continuous learning supports resilience and performance. Programs in leadership, financial literacy, people management, and strategic planning are increasingly in demand. Franchisors that invest in year-round education often see stronger engagement, greater consistency, and improved long term retention.

For prospective franchisees this underscores an important truth. A franchise system is not only a business model but a learning environment. Choosing a brand means choosing the support that will guide them through growth, challenge, and change.

How the CFE Program reflects these trends The Certified Franchise Executive (CFE) designation illustrates how franchise education is evolving. Its blend of webinars, self paced modules, workshops, and in-person sessions brings together franchisors, franchisees, suppliers, and emerging leaders in a shared learning community. For those considering franchising, the CFE offers a broader view of the sector and a clearer understanding of what long term success looks like. It also supports the development of future multi-unit owners and system leaders, reflecting the long arc of professional growth available within franchising.

Looking ahead As franchising continues to expand across foodservice, retail, home improvement, health, personal services, and emerging sectors, education will remain a central driver of success. Candidates are entering the field with higher expectations and stronger motivation to learn. Franchisors that offer accessible, practical, and community centred education will be well positioned to welcome the next generation of operators.

For prospective franchisees, this evolving landscape offers something meaningful. It provides the tools, insights, and support needed to make confident, informed decisions and to step into franchising with clarity about both the opportunity and the path ahead.

The Canadian Franchise Association (CFA) has partnered with the International Franchise Association (IFA) to proudly bring you the Certified Franchise Executive (CFE) Certification Program in Canada.

Join the ranks of successful franchise professionals with the Certified Franchise Executive (CFE) program, the gold standard for franchising professional development. This comprehensive program meets you where you are in your career and elevates your knowledge across legal and business aspects, including franchise sales, management, and compliance, along with a transformative learning journey covering franchise fundamentals, law, HR, leadership, and more. With CFE, excellence in franchising awaits.

Learn more at cfa.ca/cfe-program

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2026 FRANCHISING TRENDS

PORTRAIT OF A PROSPECTIVE FRANCHISEE With 2026 on the horizon and a desire for entrepreneurship trending up, many Canadians are looking to franchising to start their own business. We asked attendees of the Franchise Canada Shows in Toronto and Vancouver to discover the characteristics of these potential franchisees and develop a breakdown of what they’re looking for in a franchise opportunity. Many prospective franchisees start by attending a franchise tradeshow (50%) or by reading Franchise Canada magazine (56%) or the Franchise Canada Annual Directory (28%).

What kind of franchise are they looking for?

How old are they?

Consumer products and services 35% Health/Fitness/ Senior Care 35% B2B

32%

41-50 4%

20%

61+

How much money do they have to invest?

33%

Children’s products and services 33%

Under $10K

10%

$10K - $50K

12% 17% 8%

$200K - $350K

Food – Full service restaurants 23%

$350K - $500K

6%

$500K - $1M

4% 8%

Over $1M

15%

Why do you want to become a franchisee?*

25%

$50K - $100K $100K - $200K

Food - Quick service restaurants (QSR) 31%

Retail

68% 32%

38%

31-40 51-60

Male Female

24%

18-30

When are they looking to invest?

Senior Care Services 15%

Within six months

Automotive products and services 4%

Within two years

27% 33%

Within a year 17% 15%

Within three years In three+ years

2%

Desire for entrepreneurship 58% Financial independence 31% Work-life balance 31% Investment diversification 29% Career change 19% Other 14%

What do they consider most important when evaluating a franchise opportunity?

Investment level 48% Brand recognition

Where do they live?

BC 16%

AB 11%

SK 2%

Maritimes 5%

MB 2%

ON 54%

QC 13%

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

46% Support & training 42% Uniqueness of concept 37% Company values/culture 23% Other 4% *Results do not add up to 100% due to multiple response options.

The Wide World of Wellness Franchises

BY GEORGIE BINKS

The new year is the time for consumers to refresh their health and wellness goals, and personalized care is trending in this ever-growing industry space. Whether it’s massages, healthy supplements, IV-drip bars, or fitness, each of these franchisors is working to fill that need.

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THE WIDE WORLD OF WELLNESS FRANCHISES

Hand & Stone Massage Just like many other health and wellness services, Hand & Stone says its customers want that personal touch— and a whole lot more Anita Wells, senior vice president and division general manager, Canada, explains. “Our brand is built around a holistic approach to health and wellness, combining self-care and well-being into a single, accessible experience. We don’t just offer massage services—we also offer esthetics. Our facials are performed by our expert estheticians and tailored to provide our customers healthy, radiant, more youthful looking skin.”

Hand & Stone was founded in 2004 in New Jersey

by John Marco, a physical therapist with a passion for health and wellness. The franchise opened its flagship spa in Canada in 2009 and has grown to more than 650 locations internationally.

Wells says, “The future of our brand is centered on strategic expansion and digital transformation. We’re committed to growing our footprint in key markets through single and multi-unit development and international opportunities.”

Franchisees benefit from a proven business model, comprehensive training, and ongoing support. Some

challenges in the industry include navigating local competition and service provider supply and recruiting and retaining qualified staff.

According to Wells, the franchise is investing heavily in technology and data-driven solutions to enhance both franchisee operations and member experience.

“Our vision is to remain at the forefront of the health and wellness industry by blending human connection with cutting-edge technology, ensuring franchisees have the tools and support to thrive in a changing market.”

Successful franchisees are passionate about health and wellness, strong leaders with people management skills, business-savvy with a growth mindset, and comfortable with systems and performance metrics.

She adds that, “While industry experience is helpful, we’ve seen great success with franchisees from diverse backgrounds including corporate leadership, finance, hospitality, and education.”

Learn more at LookforaFranchise.ca

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

THE WIDE WORLD OF WELLNESS FRANCHISES

Innovative Fitness Everyone has a different body, and different health needs. That why the personal training franchise, Innovative Fitness, is built around delivering highly personalized coaching experiences.

CEO Matt Leahy explains, “We take a holistic view of health where we look at fitness, nutrition, and lifestyle to help members feel and perform their best. We use industry-leading assessment tools and tailored programming to create experiences that drive meaningful, lasting results.”

Innovative Fitness started 30 years ago in Kitsilano, British Columbia, and began franchising in 2006. There are now 11 studios across B.C. and Ontario.

Leahy says, “We’ve built a proven model that combines strong systems with a people-first culture. It's designed to help franchisees succeed both personally and professionally.”

Franchise partners benefit from extensive support in training, marketing, and operations, along with a community of like-minded owners who share best practices and genuinely want to see each other win. “Our franchisees get to make a real impact in their communities by helping people live healthier, more fulfilling lives,” says Leahy.

One of the biggest challenges is competing in a landscape filled with what he calls quick-fix solutions and constantly shifting trends.

The franchise takes a hands-on approach to supporting franchisees. “From day one, we work closely with each owner to help them set up their business, build a strong team and create a great member experience. Our systems, training, and ongoing coaching are designed to simplify operations so franchisees can focus on leading their people and growing their studio.”

Top performers in the system are hands-on, community focused operators. Leahy says, “Our network of owners share best practices and support one another. At its core, we’re partners in growth. When our franchisees succeed, the brand succeeds. That drives everything we do.”

Learn more at LookforaFranchise.ca

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THE WIDE WORLD OF WELLNESS FRANCHISES

A ribbon cutting celebrates the opening of a new Nutters location in Calgary, Alberta.

Nutters Everyday Naturals When Nutters Bulk and Natural Foods opened in 1982 in Medicine Hat, Alberta, the bulk food company was full of bins of nuts—thus the name. Today, some 44 years later, the company now known as Nutters Everyday Naturals has 28 stores and a different focus. President Brad Winsor says, “We’re focussed on healthy living.” The product mix, he says, is 60 per cent supplements, 10 per cent personal care, and the rest is grocery.”

The franchise is located in British Columbia, Alberta, Saskatchewan, and Manitoba with an eye to moving east.

Winsor explains, “We are a phenomenal turnkey franchise system. We have some of the best discount programs for any franchise in Canada, high margin products that are our specialty. We support brands and brands support us. Our biggest benefit for the franchisee is our purchasing power.”

For customers, personalized care is a priority. Winsor says, “People are looking for personalized nutrition, gut health, longevity, clean label foods, natural remedies, preventative health, and, most importantly, local trusted retailers.”

Winsor says the franchise has a very strong operational model developed over 40 years with a number of efficiencies introduced in the last five years. He explains, “Most health food stores are independent retailers and don’t have the support. We’ve got merchandising, product innovation, do our pricing at our head office level and our training is next to best in Canada.”

Challenges involve staying on top of industry knowledge and price competition. Winsor says, “We have to have new products coming into our stores and staying on top of the education of those products.”

He also says, “You don’t need a business background, but you need to be people oriented, passionate about the health and wellness industry and be a strong operator who can follow the process.”

Learn more at LookforaFranchise.ca

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THE WIDE WORLD OF WELLNESS FRANCHISES

The DRIPBaR As the name suggests, the DRIPBaR is a medically directed IV vitamin therapy and wellness franchise focused on cellular health. Danny Grammenopoulos, president of the DRIPBaR in Canada, explains, “We help clients support their health ‘from the inside out’ using carefully formulated IV drips, intramuscular (IM) shots, and complementary wellness services delivered in a relaxing, spa-like environment under clinical oversight.”

Grammenopoulos says drips are freshly compounded on-site in medical-grade hoods ensuring consistent quality which sets THE DRIPBaR apart from operators that rely on pre-mixed products. All services are delivered by trained nurses under the guidance of a licensed medical director. Drips are offered for lifestyle, energy, immunity, performance, and healthy aging. Additional health support drips are used as adjunctive support for people working with their own healthcare teams on issues like cancer, heart disease, or chronic illness, without positioning IV therapy as a replacement for primary medical care.

The DRIPBaR was founded in 2016 in Rhode Island and began franchising in 2019. Today, the brand has more than 125 locations open in the United States and over 700 in development. Canadian expansion was announced in November of 2024, with the first location opening in Barrie, Ontario. There are now more than 20 franchise locations sold across Canada, including multi-unit partnerships in key markets.

Franchisees plug into a turnkey system that includes standardized protocols, along with an independent

medical board, pharmacy board, a research and development board continually updating offerings, and a structure requiring licensed medical oversight and trained nursing staff.

Grammenopoulos says, “Operating in a medicallysupervised wellness environment means paying close attention to regulations and safety standards. Those elements are naturally part of delivering IV therapy well."

DRIPBaR has already built a straightforward structure, oversight, and clinical systems, he adds. Franchisees step into a proven framework supported by medical directors and dedicated clinical boards, allowing them to focus on the guest experience and growing the business with confidence.

“You don’t have to be a clinician, but you need to genuinely care about helping people feel and function better and be comfortable working inside a medically supervised model,” he explains. “We see strong fits from healthcare professionals as well as business minded owners/operators.”

He says, “For those who are drawn to the idea of medically supervised wellness and want to help Canadians invest in their health, DRIPBaR can be a very rewarding fit.”

Learn more at LookforaFranchise.ca

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ADVERTORIAL

Timely Content, Competitive Edge: How Smart Franchises Will Lead the Conversation in 2026 LISA RAFFAELE, FOUNDING PARTNER AND CEO, BUBBLEGUM CANADA IF THERE’S ONE THING the franchise sector has learned over the past few years, it’s this: visibility isn’t guaranteed, it’s engineered. And in 2026, with consumer expectations rising, franchise markets expanding across nearly every segment, and digital adoption reshaping every category, franchises that understand the importance of positioning themselves in front of a story and intentionally align themselves with relevant industry trends will own the media spotlight and the lead-generation runway.

The good news? Opportunities are everywhere for brands willing to treat public relations not as a pressrelease machine, but as a strategic function that responds to, and anticipates, what audiences and journalists care about most.

The “Trend Window” Is Shorter In 2026, trending topics burn brighter and faster. Journalists are looking for credible experts right now, not next week. Brands that build a rapidresponse system into their communications strategy will earn a place in the spotlight through a well structured thought-leadership moment, or a content strategy pivot.

Fast movers win. Silent brands disappear.

Franchisees Are the Secret PR Weapon Local stories help trends come alive, and franchisees are the perfect storytellers. A labour report is interesting, but a franchisee in Vancouver talking about hiring apprentices to address shortages, now that’s irresistible to media.

These real-time, hyper-local stories do more than boost brand awareness; they demonstrate operations, culture, and innovation, and offer key proof points for prospective franchisees searching for a brand that “has its act together.”

Data-Backed Insights Offer Media Authority Reporters prioritize proof, not platitudes. They no longer want generic statements, they want evidence to back up bold commentary.

Franchises with access to national or regional data are positioned to lead the narrative. When supported with independent data, these insights elevate commentary and positions brands as experts.

This credibility translates directly into stronger lead-generation pipelines because prospective franchisees gravitate toward brands demonstrating expertise, vision, and momentum.

The key takeaway, package insights into bite-size media assets: quarterly trend reports, “state of the industry” commentary, infographicfriendly stats, or even micro case studies. By doing so, the brand becomes a trusted authority, not just another company seeking coverage.

Repurposing Wins Extends Their Power A media interview shouldn’t be a oneand-done moment. In fact, its real value begins after it appears. When repurposed strategically, a media win becomes a multi-channel conversion asset that drives awareness, interest, credibility, and ultimately, franchise development inquiries.

Smart franchises will turn earned media into: • LinkedIn leadership content • High-performing social commentary leveraging key quotes

• Franchise development newsletters • Short-form videos and reels • Blog posts optimized for franchiserecruitment keywords • Case studies • Credibility ammo for sales and marketing collateral A timely article can be the nudge that moves a lead to book a call.

Repurposing coverage is where PR becomes a lead-generation engine, not a vanity metric. It creates momentum, relevance, and authority that no ad spend can match.

At Bubblegum Canada, this is our sweet spot. We combine newsroom speed with strategic franchise storytelling, helping franchises lead national conversations, activate timely PR moments, and repurpose wins into assets that drive real business outcomes.

Our 360° approach includes: national rapid-response trend monitoring, founder and franchisee profiling, data-driven commentary development, earned media strategies aligned with lead-generation goals, SEO-rich editorial content, content repurposing across all franchise development touchpoints, and our signature 60-Day Grand Opening PR Program helps at the local level by giving franchisees the opportunity to dominate the markets they serve.

We help brands stay visible, relevant, and competitive, so when the media conversation heats up, you’re already leading it.

If you’re ready to turn timely stories into long-term growth, let’s build your next headline together. 

To learn more, visit www.bubblegumcanada.com

Cozy Cuppas

In times of economic uncertainty, sales of small luxuries actually seem to increase; this is what economists call the “red lipstick effect,” where consumers may forgo large purchases in favour of affordable treats that provide a boost throughout the day.

For many Canadians, this daily luxury comes in the form of a warm cup of coffee or a sweet baked treat.

For prospective franchisees brewing up entrepreneurial dreams, we’ve collected business opportunities across Canada that offer owners the chance to serve up bakery and café fare for their communities— and keep a little luxury in guests’ daily lives.

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COZY CUPPAS

BeaverTails

Bimbo Canada

Franchisees with the brand can choose from one of three different models: a shop, mobile location, or amusement park kiosk. Investment ranges from $200K-$650K. With a flexible business model and comprehensive training and support from the franchisor, franchisees joining the nearly 200 locations in Canada are set up for success.

Bimbo Canada’s unique model means that franchisees buy their own business, purchasing a route of their own to sell and deliver these delicious products. Low overhead and a Bimbo Canada financing program make this an accessible business opportunity, and the brand’s more than 65 years of franchising experience, state-of-the-art ordering tools, and ongoing support give franchisees added benefits.

A longstanding Canadian tradition, BeaverTails has been serving its signature pastry since 1978. The brand is known for its sweet fried pastry and abundance of topping options that cater to all tastes, but the full menu includes a range of bites to appeal to all, including ice cream, hot and cold drinks, BeaverDogs, and poutine.

Canadians love their favourite bakery and snack brands, and as the largest commercial bakery operation in the country, Bimbo Canada is behind many of those favourites. Delivering brands like Dempster’s, Villaggio, Sara Lee, Hostess, and more, Bimbo Canada keeps the shelves stocked and consumers happy.

Learn more at LookforaFranchise.ca Learn more at LookforaFranchise.ca

Caffe Artigiano

Since it was founded in Vancouver in 1999, Caffe Artigiano has expanded its homegrown blend of crafted coffee drinks and inhouse baked goods throughout B.C. and Alberta. With a name meaning ‘artisan,’ quality is key, from specially sourced and roasted coffee beans to perfect swirls of foam (the brand was one of the first purveyors of latte art in Canada).

For prospective business owners passionate about highquality coffee, Caffe Artigiano locations are available for a $200K-$550K investment. Franchisees benefit from access to the brand’s proprietary roaster, a customer base of coffee afficianados, stylish branding, and comprehensive training.

Learn more at LookforaFranchise.ca

COBS Bread

This popular Australian-founded bakery brand has more than 700 locations worldwide and over 180 bakeries in Canada.

Creative and craveable baked goods include buns, rolls, loaves, and bagels, as well as sweet treats like croissants, muffins, and scones in seasonal flavours.

The brand counts itself as Canada’s fastest-growing bakery, with plans to open 20 locations each year. For an investment of $400K-$1 million, franchisees with the brand gain access to a turnkey business built on a proven business model of high-quality products, friendly service, and a welcoming environment. The brand has received the CFA Franchisees’ Choice Designation for 14 years, showing a commitment to high franchisee satisfaction.

Learn more at LookforaFranchise.ca

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

COZY CUPPAS

Coffee Culture Café

Coffee Time

The brand is currently franchising throughout North America and in international markets. Franchisees with Coffee Culture receive five weeks of comprehensive operational training and support, and benefit from the brand’s proven system. Franchise fees are $35K, with a $300K-$400K investment.

After dramatic growth in Ontario, Coffee Time has expanded throughout Canada and into international markets. Franchisees with the brand can leverage this powerful network for market positioning and brand awareness, food and equipment sourcing, comprehensive training, ongoing business development, and more. A Coffee Time franchise investment runs between $250K and $500K, with gas station kiosks starting at $27K.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Columbus Café

D Spot Dessert Café

This European-style café combines tasty specialty coffee drinks with a full menu of wraps, sandwiches, and salads, alongside baked goods. The brand’s commitment to Fairtrade coffee means guests feel good about indulging in their daily cup knowing it has contributed to better wage standards, community development, and environmental sustainability.

France’s first coffee shop chain, Columbus Café & Co blends the French artisanal experience with the warmth and comfort of a modern, North American-style coffee shop. With more than 30 years of experience and 300 locations around the globe, this brand offers franchisees a turnkey concept with full support at every stage.

Investments for a Columbus Café franchise range from $400K to $500K. The brand was named “Franchisor of the Year 2025” by the Conseil québécois de la franchise (CQF), and this award-winning support includes site selection, design, and construction, to training, opening, and ongoing operations. Plus, they’ll join a global network of coffee shops spreading the love, with 2.8 million espressos served worldwide every day.

Learn more at LookforaFranchise.ca

This long-time favourite brand was founded in Bolton, Ontario, in 1982, and has been serving up coffee, breakfast, baked goods, sandwiches, and more to Canadians for over 40 years.

Through all that time, the brand has always maintained its focus on its customers, its products, and its franchisees.

D Spot is the spot to indulge, serving creamy real-dairy ice cream, scratch-made cakes, and waffles and crepes made hot and fresh in-house. Founded in Scarborough, Ontario, in 2014, the dessert franchise has now grown to more than 50 locations worldwide.

Customers aren’t the only ones getting a sweet deal: franchisees with D Spot receive four to six weeks of comprehensive training, access to the brand’s unique and delicious menu offerings, and the flexibility to choose between three different concept variations.

Learn more at LookforaFranchise.ca

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COZY CUPPAS

Good Earth Coffeehouse

Kekuli Cafe

Franchisees with the brand can be a part of the movement for an investment of $395K-$595K, with a $35K franchisee fee. The brand offers five weeks of training plus opening and ongoing support. A CFA member for 20 years, with 60 locations in Canada, the brand has deep roots that help franchisees flourish.

Passionate franchisees can be a part of this proven system, that provides training and support, for a $400K-$500K investment.

Joining the franchise means building a legacy—one of community, culture, and pride.

Good vibes are on offer at this coffeehouse that believes in bringing people together, making ethical choices, fostering the greater good, and making people feel good. Good Earth is a customer favourite for its calm, modern atmosphere, specialty coffee drinks, wholesome food, and passion for community and environmental sustainability.

For 16 years, Kekuli Café has been trailblazing Canada’s café culture with something no other franchise offers: bannock.

Rooted in Indigenous tradition, bannock is more than bread— it’s a story, a symbol of resilience, and the heart of their menu.

From bannock sandwiches and Tipi Tacos to PowWow Power Bowls and authentic smoothies, every bite connects customers to authentic Indigenous flavours while delivering the comfort of a modern café.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Maverick’s Donuts

Robin’s Donuts

Canadians love their donuts, and Maverick’s is no exception.

Hand-crafted and made fresh daily, their donut creations in both classic and exciting flavours (like Oreo Nirvana or lemon ricotta), paired with specialty coffee and lattes. With 22 locations, they’ve served more than one million donuts.

As part of the QuickBite Collective family, Maverick’s franchisees benefit from a strong, innovative system. The premium, fast-growing portfolio provides owners with access to proven processes, in-person training, dedicated launch support, and ongoing guidance across operations, marketing, and more.

Learn more at LookforaFranchise.ca

With more than 150 locations in Canada, Robin’s has spread its wings since it was founded in 1975. Over four decades, the brand has grown from a single store in Thunder Bay, Ontario to an established favourite across the country.

For a $250K-$500K investment and a $25K franchise fee, franchisees with Robin’s serve specialty drinks, coffee, donuts, baked goods, hearty soups, breakfast eats, and sandwiches to hungry guests. Training includes a comprehensive three-week program along with opening assistance and ongoing support.

Learn more at LookforaFranchise.ca

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

COZY CUPPAS

Second Cup

Serious Coffee

Franchisees join the Foodtastic family of brands, benefitting from the strong name recognition, established systems, and ongoing support the franchisor provides. An investment of $150K to $500K is required, with a franchise fee of $40K.

Enthusiastic entrepreneurs who are passionate about coffee and tea can open a Serious Coffee franchise for $325K-$500K. Franchisees benefit from a trusted product, support with sourcing, enhanced purchasing power, ongoing training and support, and marketing resources to help their location shine.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Tim Hortons

Tommy Café

Franchisees with Tim Hortons benefit from guidance throughout the entire process, from site selection and store design to initial training and ongoing support. National marketing, strong brand recognition, and plenty of growth opportunities are also a plus.

Investment in the brand requires $100K of unencumbered funds, with a franchise fee of $50K.

Part of the Foodtastic family of brands, Tommy franchisees receive comprehensive training and have access to ongoing support and the power of a well-established system. An investment of $400K-$900K is required to add your location to this growing network.

With its iconic yellow cups and sleek design, this Canadian coffee chain keeps things fresh, even five decades after it was founded in 1975. High quality coffee drinks, innovative seasonal flavours, teas, and baked goods keep customers coming back for a second (and third, and fourth) cup.

An iconic Canadian institution for more than 60 years, this franchise brand boasts nearly 4,000 locations across the country. Guests flock to the brand for their favourite breakfast and lunch specialties, coffee and tea, specialty beverages (including the brand’s famous Iced Capps®) and more.

Learn more at LookforaFranchise.ca

This brand takes coffee seriously, sourcing premium Arabica beans from all around the world, and coaxing out the best flavour possible with a unique air-roasting process. Premium beans, swirls of latte art, specialty drinks, and indulgent baked goods makes Serious Coffee a favourite among coffee lovers.

Just like the neighbourhood of Old Montreal, where Tommy Café was founded, this brand blends European flair with a warm, inviting atmosphere. Locations blend modern design with touches of antique charm and a delicious menu of toasts, sandwiches, salads, and house specialty drinks including coffee and cocktails.

Learn more at LookforaFranchise.ca

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

One way to build a system’s success is to keep its product or service up to date. These three Canadian-founded franchise brands realize this, and know that by staying current they stay in the game.

BY DAVID CHILTON SAGGERS

Teriyaki Experience Teriyaki Experience is entering its largest evolution yet as it approaches its 40th anniversary. Acquired by QuickBite Collective in 2025, the brand is expanding with five new locations slated from January to February 2026, across Ontario and British Columbia.

Teriyaki Experience has been around since the 1980s, and had built a strong brand but needed some modernizing. Historically a mall-based concept founded in 1986 in Toronto, Teriyaki Experience is now shifting toward larger 1,000 to 1,500 sq. ft. storefronts designed for a more modern, energetic guest experience. “This season marks the beginning of the new Teriyaki Experience,” says President Hadi Chahin. “Bold flavours, exciting dishes, and a whole new vibe.” That includes a refreshed Asian-fusion menu with unique additions such as Takoyaki bites, karaage chicken, and spicy beef bowls, as well as a strong commitment to sustainability, like incorporating recycled chopsticks into store furniture and finishes.

Franchise investment ranges from $250,000 to $400,000 depending on market and unit size, with a focus on owner-operators and experienced restaurateurs.

Extensive training, pre-opening support, grand-opening events, and ongoing guidance from a dedicated operations team ensure a seamless launch.

Favoured sites for a new store are strip malls, major malls, and drive-thrus. Once the right location is found— 1,500 square feet is ideal—it could be a new build, a conversion or a renovation, and some investors may even bring their own real estate to the table.

As for the benefits of a Teriyaki Experience investment, the brand’s size and longevity means it has its own supply chain management agreements as the brand negotiates on behalf of its franchisees to keep food costs down and prices reasonable. The brand’s new animedriven identity, led by custom characters Ms. Suki and her golden doodle, Miso, anchors this transformation.

“Ms. Suki and Miso embody everything our brand stands for: loyal, adventurous, reliable, and full of energy,” says Chahin. As their presence comes to life through in-store murals, storytelling, and the menu, Teriyaki Experience enters a vibrant new era built on adventure, flavour, and franchisee-first support.

Learn more at LookforaFranchise.ca

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

Good Sorts Property Services

Kristian de Pont, founder and CEO of Good Sorts Property Services, knows what he wants from his franchisees: owner-operators who will dive right into their local community and feel comfortable having direct conversations about janitorial services and building maintenance with any and all potential clients. Beyond that, de Pont says he’s looking for entrepreneurs who will work within his system, and that any prior franchising experience would be useful, as would a customer service background. But, de Pont cautions from head office in Kelowna, British Columbia, “We’re not interested in people buying a job.”

De Pont already had a background in franchising and in janitorial services when he began Good Sorts in 2020 and has recently employed the franchise model. At first, de Pont wants to stay close to home and is looking at places in Western Canada with populations of 250,000 or more. Good Sorts only services commercial customers, with about 70 per cent of their business coming from multi-family buildings and about 30 per cent from professional offices and the like.

The cost of a franchise, including equipment, is $47,000. Franchisees will also need a reliable vehicle that’ll be wrapped in Good Sorts livery. Although for

now Good Sorts can be home office based, investors will eventually need an office and somewhere to store their gear. “Training,” says de Pont, “is very robust.”

Franchisees are enrolled in the Good Sorts Academy right away and follow up with one week in Kelowna. By the third week they are out in the market, and that, de Pont emphasizes, “is where the rubber hits the road.”

However, they won’t be left to do all the driving by themselves, because Good Sorts has coaches available to help investors in different ways at different stages of their franchises’ development.

As for the benefits of investing with him, de Pont says his is an emerging brand, there is a low cost of entry, investors can take breaks when they need them, and local jobs are created. Alongside those benefits, de Pont continues, Good Sorts is ambitious: “We’re two years into our five-year plan,” he says, “and by year five we have a corporate-franchise revenue goal of $25 million.”

Learn more at LookforaFranchise.ca

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The Iron Skillet

Doris and Tony Sensenberger started the Iron Skillet restaurant in 1991. They believe in fresh, healthy food at a fair price—and portions so generous that Doris Sensenberger says few customers can finish Iron Skillet’s Chicken Parmesan. This is no surprise; it weighs five pounds, letting customers take leftovers home with them.

The husband and wife duo had a background in the food industry—him as a chef and her in management— before opening the Iron Skillet in Collingwood, Ontario.

That corporate store is still theirs, and since taking to the franchise model in 2012, they have added franchises in Barrie and Wasaga Beach, a 40-minute drive away. Two other stores are under consideration, says Doris Sensenberger, and she thinks that they’ll be corporate at first, and not more than an hour’s drive from head office. “We visit our franchisees at least once a week,” Sensenberger shares. “When we have five [franchises] open then we’ll venture further away to places like Sault Ste. Marie and Sudbury, and if someone wanted a Toronto [location] we would look at it.”

The Iron Skillet attracts all ages, and customers are nothing if not loyal. The 34-year-old restaurant now sees the kids of kids who once dined there with their families when they were children, says Sensenberger. Alongside that loyal local customer base, she says her system gets recommendations from nearby hotels and lots of

customers celebrating birthdays and other significant dates. Dinner costs about $20 to $30 per person—that huge Chicken Parmesan is $27—and lunch is a bit less.

Breakfast is served on Saturdays and Sundays only, and costs $10 to $20.

To serve those customers and to keep them coming back, Sensenberger wants commitment. “We want [franchisees] who really want to be in the restaurant business,” she says. “We want staff who work for us to have some share in the business, then at some point even owning a franchise themselves.” A franchise costs between $300,000 and $500,000. Training in Collingwood takes six weeks with another two weeks in-store. The sweet spot for a location is 3,000 square feet and could be a new build or a conversion.

As for the benefits of investing with Iron Skillet, Sensenberger says among them are the flexible working hours.

With a 3,000 square foot restaurant there are always staff on hand to cover an absence. And, she concludes, her system is nearly recession-proof, and once signed, up investors will earn more than they will elsewhere.

Learn more at LookforaFranchise.ca

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

LEADERSHIP PROFILE

Business Excellence, Brick by Brick From franchisee to owner and CEO, Christopher Rego is building Bricks 4 Kidz up to new heights

BY ROMA IHNATOWYCZ

W

hen Christopher Rego was considering buying a Bricks 4 Kidz franchise, what tipped the scales in its favour was that LEGO happened to be his son’s much-loved toy at the time. That, and the fact that Rego himself had an extensive software background, meant everything was pointing in the direction of a brand that used LEGO bricks to teach science, math, and other STEM subjects to kids.

“I was initially looking to invest in a food franchise, but then I came across Bricks 4 Kidz and I knew how much my son Emmanuel loved building with LEGO,” says Rego, who’s now the owner and CEO of the company.

“His passion made me pause and rethink things. It made me realize that the Bricks 4 Kidz brand was more meaningful, fun, hands-on. More importantly, it was STEM education and I was a software guy.”

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LEADERSHIP PROFILE

Everything dovetailed perfectly, and in 2013 Rego bought three Bricks 4 Kidz franchises in California’s Bay area. The brand was at its peak, with around 700 franchises worldwide, so it looked like the perfect opportunity for a “software guy” to branch into business ownership. “I had worked in technology, in both small and big companies, and had founded my own software company, Teknowland,” says Rego. “Everything we’ve been implementing at Bricks 4 Kidz has made use of my technology background.”

In addition to starting his own software solutions firm—which today powers all the software and hardware for the brand—Rego also worked for a host of major tech players over the course of his career: Oracle, Yahoo!, and Intuit, to name a few. He had dipped his toe into business ownership as a young man as well, buying and running a vacation resort in India just after completing his MBA. So it was no surprise that Rego found success with his first three Bricks 4 Kidz franchises, and then, two years later, was able to purchase the master franchise for the brand in the United Arab Emirates (UAE). While the UAE was oceans away, literally, and would require regular trips from his home base in San Jose, California, it represented a golden opportunity Rego couldn’t pass up.

“Seeing how STEM was a mandatory class in the UAE from Grade 1 all the way to Grade 12, I thought ‘Wow, this is something I should get into,’” he reflects. “I understood how important STEM education is for them. Robotics coding was something they wanted in every school. I decided this would be a great investment.”

The right decision The decision proved fortuitous. The UAE franchise chain has now taught nearly a million children through its programs, says Rego, with dedicated teaching modules developed for each grade in the local school system. This was something the franchise worked closely with the

local boards of education to develop and implement. “We introduced STEM labs hosted in the cloud, all mapped to the curriculum,” Rego says.

Timewise, Rego’s work in the UAE coincided with a wave of tech advancements that he felt needed to be better integrated into the Bricks 4 Kidz educational offerings. Things like AI, robotics, and drone technology were all gaining ground. The brand’s original, exclusively LEGO-based learning model needed to be broadened to incorporate new technology and suitable teaching methods for it, says Rego.

But that wasn’t happening fast enough. The Bricks 4 Kidz teaching model, says Rego, was not keeping pace and was falling behind, losing franchisees in the process. At its lowest point, “a 700-unit franchise chain had dropped down to less than 300 franchises,” says Rego, and its stock price fell precipitously low as well.

Rego felt he had the skillset and experience to turn things around and actively sought to do just that. After petitioning for more involvement in leading the public company, he was voted in as its CEO in 2020, a move widely welcomed by its franchisees. “They were saying, ‘Wow, we have a franchisee right now controlling this company, and as a franchisee, he understands all of our challenges,’” says Rego.

Two years later, Rego bought out the business fully and he now operates it as a privately owned company.

This wasn’t a decision he, or his family, took lightly. “It was a big risk, and there was a lot of liability,” he says.

“My wife said, ‘Are you crazy?’ But without risk, there is no way you can be successful. You cannot stay in your comfort zone. If you stay in your comfort zone, you will never grow.”

Challenges and solutions Both developments—becoming CEO and then buying the company and taking it private—marked a turning

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LEADERSHIP PROFILE

point not just for Rego, but for the brand. He brought in his own team of specialists and set to work reviving and modernizing the franchise chain. It has been growing and strengthening its product offering ever since.

Not all, however, has been smooth sailing: in the early 2020s, just after taking on a leadership position, Rego had the COVID-19 pandemic to contend with. “I had to pivot,” he says. “A lot of our business was brick-andmortar based, with franchisees going into schools and participating in camps and birthday parties. These were not things that were done online; they were onsite. That was a big challenge.”

Rego tapped into his tech background and, together with his new team, quickly created Bricks 4 Kidz eLearning, switching everything to an online platform. This allowed franchisees to teach online classes using the company’s new software. It worked brilliantly and helped many franchise owners survive the pandemic restrictions with healthy earnings. Other new developments followed, including regular annual conferences to bring franchisees together for education, networking, and relationship-building, Under Rego’s leadership, the Bricks 4 Kidz educational offerings have expanded to include everything from robotics and coding—with children turning their LEGO creations into robots—to video-game design and animated programming. In the works for next year is an AI-powered STEM curriculum and digital marketing program. Also of note is that the brand’s original “STEM” focus has been broadened, and is now STEAM (Science, Technology, Engineering, Arts, and Maths) based. A program on children’s wellness is also being integrated, teaching them coping mechanisms to deal with stress.

across 55 countries. The Canadian market, in particular, is experiencing a revival. Once home to almost 100 franchisees, that number had dwindled to zero when Rego became CEO. Today, there are 12 locations in the country, with another seven in the works and more planned for the coming year. “We will have over 40 locations in Canada by the end of 2026,” Rego says.

Ideally, Bricks 4 Kidz franchisees need to have some sort of experience running a business, as well as an engineering or education background. Most importantly, they need to be aligned with the company’s vision, fully engaged in the concept, and confident in their abilities.

“I tell franchisees to lead with purpose because you have to believe in yourself,” Rego explains. “Then, you just need to follow the system. It’s a very easy system to follow. All of our franchisees around the world are extremely successful because we give them the tools to succeed.”

Rego himself is an example of leading with purpose and vision. He is proud of his role in running a company that, in his words, is shaping tomorrow’s innovators. And despite his lofty C-suite title, he still rolls up his sleeves and gets out to schools and camps to teach children himself, experiencing firsthand the positive impact his business is having on young people.

For Rego, what started as a simple plan to own a handful of franchises has grown into something much bigger than he had imagined at the outset. Through perseverance, passion, and a willingness to step out of his comfort zone, he is truly building tomorrow’s innovators, one brick at a time.

Learn more at LookforaFranchise.ca

Bearing positive results Rego’s overhaul is making an impact. Franchise numbers are growing and the brand now has 450 franchises spread

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A DAY IN THE LIFE

BY ALYA SOMAR

G

athering spaces are evolving in the rapidly changing world. As people search for places to connect and bond with each other, businesses are tasked with creating those spaces. Fenton Jagdeo and Matthew Jagdeo are excited to open their Gem Studio location at CF Shops at Don Mills in Toronto, Ontario, bringing another welcoming space for people to make memories.

Gem Studio provides jewelry making workshops for customers from all walks of life. From children to older folks, everyone is welcome to attend a workshop at one of their several locations, facilitated by a professional silversmith to handcraft an accessory or piece of jewelry of their choice. At the end of the three-hour workshop, participants leave with their new wardrobe piece, made with .925 sterling silver and semi-precious gems of their choosing.

Life, before the sparkle Before joining the Gem Studio team, both Jagdeos had extensively diverse portfolios. The two Torontonians had worked in a number of sectors leading up to them becoming franchisees. Fenton sports a background in municipal affairs, having served on the Board of Directors for the Toronto Transit Commission, alongside his past international business endeavours in the startup world and his professorial duties in Toronto. Matthew brings a global mindset to the team, having studied and worked abroad. His career took him into the consulting space on the financial side of things and led to him gaining experience in the world of supply chains and logistics.

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A DAY IN THE LIFE

One night, Fenton and his partner found themselves at a Gem Studio location, trying out the experience as customers. During his workshop, Fenton grew to enjoy learning a new skill with his partner. He had fun engaging with his creativity, expressing himself through art, and having a new experience with someone he cared about. This night inspired Fenton to learn more about Gem Studio, until he eventually decided to open his own franchise with Matthew.

“In my opinion: the biggest dopamine hit you can get is when you’re around the people you love, doing the things that you love,” says Fenton.

Matthew was eager to join in on the Gem Studio endeavor. With a personal interest in design and fashion, Gem Studio was the right fit for him too. Since living and working outside of Canada, Matthew has expanded his mindset on what gathering can mean to a group of people.

Mattew claims that, traditionally, North American culture has placed a heavy emphasis on alcohol as a part of gathering. Pubs, night clubs, and party scenes have been popular venues for people to connect. Having seen how other cultures outside of his hometown of Toronto challenge this idea, he is eager to give customers an alternative option to come together, one that doesn’t centre around partying. Matthew and Fenton both see Gem Studio as an opportunity to provide a space for people to make meaningful memories with one another, on their own terms.

“I learned a lot about community, and what that means to folks from different regions around the world,”

Matthew says. “That continues to resonate with me and cascades into some of the thinking behind our pursuit of Gem Studio.”

The details are crucial, in fashion and business As co-owners gearing up to open their first Gem Studio location, every day is filled with new tasks for Fenton and Matthew. Matthew currently runs his side of operations from the U.S., handling various matters like the point-ofsale (POS) system and payroll virtually. While dealing with internet and security providers, he’s able to contribute to operations regardless of his time zone. Meanwhile, Fenton starts his workday in Toronto by tending to his many emails about the details that come with launching a franchise. Afterwards, he stops by the brick and mortar shop to get things in order. While dealing with the physical needs of the business such as TV screens and the packages coming in constantly, Fenton spends much of his day on the road, sorting out exactly what their location needs before they open. Having worked together in the past, they know they can count on one another to collaborate effectively in their new endeavor.

Both of them have spent many hours learning about the various import laws that they must adhere to with Gem Studio. Having to import some of their silver and semi-precious gemstones means that their business is subject to a number of unique laws at all levels of government. Therefore, the two are very careful to work together in compliance for their one of a kind business. Import

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A DAY IN THE LIFE

“THE BIGGEST DOPAMINE HIT YOU CAN GET IS WHEN YOU’RE AROUND THE PEOPLE YOU LOVE, DOING THE THINGS THAT YOU LOVE.”

“I LEARNED A LOT ABOUT COMMUNITY [...]

THAT CONTINUES TO RESONATE WITH ME.” Matthew Jagdeo, Gem Studio co-owner

Fenton Jagdeo, Gem Studio co-owner

licences, numbers, and registrations are just a few of the precautions that Fenton and Matthew must take. They both agree that this part of the process has been a learning experience that hasn’t always been enjoyable and can even be mundane. Regardless, they have persevered.

They’ve grown to better understand the ups and downs of smaller businesses and feel ready to take on any challenges that come their way. Throughout all of the preparation, Gem Studio’s corporate team has been with Fenton and Matthew every step of the way, whether near or far.

Both Fenton and Matthew credit Founder Brands, the parent company for the Gem Studio brand in Canada, as being supportive throughout their launch process. Task lists to help franchisees meet all their pre-opening goals, links to legal forms, and hiring guides are just some of the ways that Founder Brands has been supporting them.

As they’ve begun the hiring process, they’ve been in close contact with the folks at corporate who offer consistent support so that the Jagdeos hire the right talent for their team. Thanks to the close relationship that they’ve formed with their corporate contacts, they feel comfortable both giving and receiving feedback as franchisees.

Collaborative growth is something both Fenton and Matthew desire in the workplace. They’ve been able to develop a relationship based on trust and this is something that they hope to replicate with their own employees.

Fenton shares that hiring employees for their franchise “is very different than hiring somebody to work as an investment banker, or as a management consultant on Bay Street; it’s a very different skill set.”

Honesty and accountability at the forefront With years of being on both the employee and manager side of business, Matthew and Fenton look forward to creating an open and honest environment for them and their employees to thrive in. They believe in trusting the unique talents that every employee brings to the table, so that they can grow within their workplace. To create this space, the two of them plan to nurture each employee as an individual, so that they can contribute to the operations while furthering their personal growth.

They understand that feedback is critical to their success and are eager to both give it to their employees and receive it as franchisees.

“What does it mean to create an emotionally and psychologically safe environment for folks that report to me?” Matthew asks. “What that looks like in action is really creating forums for that to happen formally, but also really encouraging for that to happen informally.”

The two co-owners are hopeful and excited for their ongoing relationship with Founder Brands. They’ve both felt consistently heard and seen by their supporters on the corporate side of things, and have faith in their employees to come. Fenton and Matthew are sure to remain busy and in high spirits until the opening of their Gem Studio doors in 2026.

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

Learn more at LookforaFranchise.ca

FIRST YEAR

Diving Into New Opportunities Water Babies franchisee Brittany Torres is helping grow swimming skills and community

BY SUZANNE BOWNESS

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ranchisee Brittany Torres first discovered Water Babies not as a businesswoman but as a mom looking for swimming lessons for her infant son.

“That was our first exposure to Water Babies, and we were incredibly impressed with the program and the quality of the lessons, just the overall experience for us and our little guy. We looked forward to lessons every week,” says Torres.

Having entered as a customer, Torres became an instructor after seeing a callout from the brand. Next, it was her turn to reach out—would becoming a franchisee be a good fit for her and her husband? When they moved from Toronto to Kingston to be closer to family, Torres also seized the opportunity for an expanded career path, buying into the eastern Ontario territory that stretches north to Peterborough and along Highway 401 as far east as Brockville/Prescott.

Traversing uncharted waters As most first-year franchisees know, Torres’ early to-do list was full of many new tasks. Yet one that’s fairly unique to swimming lessons was to find appropriate pools. As a non-traditional business, Water Babies franchises rent out space in pools in their communities, but these locations not only need to be the right size but meet health and safety standards too, including the right pH and temperature. Hotels and community centres may be first to come to mind, but it turns out even resorts and hospitals can be workable (a hospital hydrotherapy pool is one of Torres’s current Kingston locations).

Getting the word out was another task, one more standard across new businesses. Fortunately, Torres already had insider intel (via her family) that the demand for swimming lessons was high. After moving to Kingston in the summer, lots of promotion ensured that classes were

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FIRST YEAR

full up on launch in September 2024. Today she doubles down on those early marketing tactics, with a focus on Instagram and Facebook, plus Facebook and Google ads, and local events.

To help with this learning curve, Torres was grateful for guidance from the franchisor. Trained as a physiotherapist, Torres was experienced at working with children in a health context. Through the intensive swim teacher training in Toronto, and an added peek into the brand’s head office working in administration for Water Babies, she was familiar with the franchise system. But the business side was pretty new. “A lot of aspects of running a franchise, especially around finances, was completely new to me. But they have such a comprehensive and structured approach to walking you through it,” says Torres.

Training took place both in-person and virtually over Microsoft Teams on topics from finance and marketing to human resources and operations. “They really went through every aspect of the business. They have a ton of templates and resources,” says Torres. The franchise also connected her with another new owner who had just

been through their own startup. “They’re amazing. We felt fully supported.” Recently, she attended the Water Babies annual conference in the U.K. (where the franchise originated) and experienced that same community on a global scale.

A new operation swims along At launch, Torres had 100 swimmers registered. By their one-year mark, there were 200 swimmers. Classes run for 30 minutes each on five weeknights and a weekend day, with groups between five and 10 swimmers, depending on the pool capacity. Classes are structured and progressive with a warmup and cooldown, plus songs and games built in along with safety skills (babies do underwater swims from the first class!).

Water Babies runs on a subscription model where students renew monthly and stay in the same cohort until they age out of the program. “It’s cool because the same families can swim together in the same class right up until age five, and they all progress through the structured program together, rather than having to sign up for different sessions.”

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FIRST YEAR

“We’ve had a lot of people who have met through Water Babies [...] which I just think is so cool, the community we’ve built.”

Brittany Torres, Water Babies franchisee

Since the franchise serves children from infancy to age five, each swimmer is required to have a parent alongside them. “A big aspect of it is the bonding for the parents as well. They all get to know each other. We’ve had a lot of people who have met through Water Babies, and they do playdates outside of Water Babies now, which I just think is so cool, the community we’ve built. That’s one of my favorite parts,” shares Torres.

Since establishing her presence in Kingston, Torres has moved ahead to open operations in Peterborough to the west and, most recently, Prescott to the east this fall.

She has expanded from three to seven pools, and hired three additional instructors besides herself, freeing up her time as owner.

Challenges and rewards In terms of challenges in the first year, while Torres says the launch has gone well and the pools search was something new, for her the realization was more operational, learning to delegate certain parts of the operation in order to focus on growing the business. “I’ve learned that we can’t keep growing unless I release control of the things that I don’t need to be the one doing,” says Torres.

Today, she’s passed off much of the day-to-day instruction to her newly hired instructors and some of the booking and administration to her husband.

Another challenge in the first year is maintaining work-life balance, especially in a franchise when the hours can be on evenings and weekends. “When you’re starting this as a new franchisee, you’re pouring your heart and soul into it every day. It’s easy to just live and breathe the franchise,” she says. Setting an end time to her workday and intentionally blocking off time as “family days” have helped.

Torres says she loves the business she’s built and has no regrets. She especially likes the variety of tasks, and even the balance of settings, from interacting with

families in the pool to working quietly at her desk on emails or spreadsheets. She likes the flexibility of working independently so she can get her son to daycare, and yet lauds the benefits of a franchise system where she can easily source answers to questions. “I never have to reinvent the wheel with any financial templates or spreadsheets. There’s a process for everything, so I can take those and adapt it. That obviously saves so much time. They’ve already gone through it, so they’ve learned what works and what doesn’t,” she says.

In terms of advice for those looking to join a franchise, Torres recommends being open-minded and asking many questions. Once you get started, being organized is really important, especially in a franchise with a lot of moving parts. Being creative with solving problems can be a way to build resilience. She plans to apply all of those tactics as she continues to grow her own operation, both in the communities where she’s already established and in others where she’s already heard calls for her services. “One of my goals is to be the go-to school for babies and toddlers in Eastern Ontario,” she says.

Perhaps Torres’ satisfaction with her new life is best captured by thinking back to the same chlorinated setting where she first discovered the franchise. Today, she’s a customer of her own classes, attending with her son who is now three. “I go to lessons in Kingston with my son, so when I’m there in the pool just as a parent, [I’m] taking a step back and [I] just like seeing all the happy families, I’m like, this is what we’re creating. It’s just so rewarding.”

Learn more at LookforaFranchise.ca

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ICONIC BRAND

THE SWEET SPOT

Dairy Queen Canada’s recipe for modern franchise success

F

BY GINA MAKKAR

or nearly nine decades, Dairy Queen hot foods and treats have been a taste of childhood that never fades, from iconic soft serve cones and shared family meals to summer lineups that stretch around the block. Steeped in nostalgia yet grounded in the present, the brand has remained a constant in communities across Canada.

As consumer habits shift and technologies advance, the DQ brand continues to evolve with intention. The company’s approach blends tradition with innovation, working closely with franchisees to maintain the familiar experiences Canadians have come to love while embracing the tools and trends that shape modern food service.

85 years of sweet success A cornerstone of family memories for generations, the brand recently achieved a significant milestone: “The Dairy Queen brand celebrated its 85th birthday this year,” says Theresa Lear, VP of operations for Dairy Queen Canada.

The company’s heritage stretches back to its first location in Joliet, Illinois in 1940. Canada became part of the story when the first international DQ location opened in Estevan, Saskatchewan in 1953. “That was the very first time that a DQ restaurant had been opened outside of the U.S.,” says Lear.

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ICONIC BRAND

Today, International Dairy Queen, the parent company of Dairy Queen Canada, has grown into a global icon with more than 7,700 restaurants in over 20 countries, including 700 across Canada. “It’s been quite the journey over the last 85 years.”

The brand expanded gradually from a simple soft serve shop to a quick-service restaurant offering treats and beyond. “When we started, we really just focused on vanilla soft serve,” Lear recalls. “Over time, we moved into both treats and food, introducing our ‘Grill & Chill’ concept about 25 years ago. Now, we’re focused on being a balanced food-and-treat destination.”

For franchisees, that balance has also translated into a more profitable business model. “Instead of being seasonal, the majority of our restaurants now operate yearround,” Lear says. This allows franchisees to continue to compete in a market that’s become competitive with food-and-treat concepts.

Lived experience comes to life through John Lockyer, a fourth-generation entrepreneur and long-time Dairy Queen franchisee in Orangeville, Ontario. His restaurant is consistently recognized for its performance, community involvement, and leadership in Miracle Treat Day fundraising.

The path into the business wasn’t conventional. While Lockyer was earning a degree in biology and chemistry, his father became the owner of a new Dairy Queen location opening in Orangeville. “When I graduated, the restaurant had been open about a year and needed help,” he recalls. “I took over, and I absolutely loved it.”

Recognizing he needed a foundation in operations, Lockyer headed straight to Dairy Queen’s training school in Minnesota. “I learned the Dairy Queen way,” he says.

“Back then, we had what was considered a state-of-theart restaurant, four tills across the front, a drive thru.”

For a 1989 Dairy Queen franchise, it was cutting-edge.

Dipping into Canadian communities Like many franchisees, Lockyer discovered that success often begins outside the restaurant. “Sales were lagging early on,” he explains. “Once we had the community engagement and realized what we needed to do, things took off, and the restaurant has been fantastic. We are busy for a small town of 30,000 people.”

Lockyer says that the brand’s people-first culture sets them apart. “I think that’s one of the wonderful things about Dairy Queen. They recognize the importance of

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ICONIC BRAND

“EVERY TIME WE OPEN A DQ RESTAURANT, IT HELPS TO SUPPORT THE LOCAL COMMUNITY.” Theresa Lear, VP of operations for Dairy Queen Canada

relationships, and certainly in our restaurant, we recognize that it’s all about people.” What began as a staff of seven has grown to a team of 85 in the summertime.

Community involvement is more than a marketing tactic; it’s a cornerstone of a restaurant’s identity. “Every time we open a DQ restaurant, it helps to support the local community,” says Lear. “I think our franchisees do a really tremendous job marketing and engaging and giving back to their local communities through their fundraising.”

Lockyer and his team’s commitment shine during Miracle Treat Day, the brand’s signature national fundraiser to support Children’s Miracle Network Hospitals. “We’ve led the country the last three years,” he says proudly.

“And we’ve already raised over $81,000 this year. The community comes out and helps us to champion our cause as well. It’s all about the community.”

Franchisees also support local sports teams, from soccer to hockey to lacrosse and more. “You often hear people say, ‘That’s my Dairy Queen.’ They have that connection because our franchisees are so involved in their community,” shares Lear.

Lear says the brand’s strong Canadian identity is rooted in relationships across the supply chain. “I think we’ve done a good job of collaborating closely with Canadian suppliers and being able to source quality ingredients and materials from [them]. We’ve got a really good, established partnership with vendors and suppliers.”

That local focus also shows up on the menu. “Even if there is overlap between the U.S. menu and the Canadian menu, we do have some very specific flavors that are unique to Canada that we have developed.”

Signature offerings include the mushroom cheeseburger and Skor and Smarties Blizzard Treats. Some Canadian innovations have even crossed the border.

“Our buffalo chicken strips were an item that actually started in Canada and then later got picked up in the U.S.” For Lear, it all reinforces the same priority: “I think it’s important that we continue to maintain our Canadian connection and continue to support local.”

Geared for Growth Looking ahead, Lear says the brand’s strength lies in the blend of national trust and local connection. “There is

safety in the DQ brand. We’re a international brand, and people trust that.”

On the development front, the franchise continues to expand across Canada, actively seeking partnerships in Ontario’s urban markets. The franchise typically opens 18 to 20 new restaurants a year in Canada.

For prospective franchisees, Lear says our long history and proven system provide a solid foundation to launch from. “We have a good reputation from a brand perspective in the market, a pretty iconic brand. We have great opportunities to continue to grow. Even though we’ve got 700 locations currently, we still have room for growth and development across the country. I think that’s a benefit and a positive.”

Operationally, the focus remains on balancing the menu and strengthening affordability. “We’re going to continue to stay focused on balancing food and treat sales. There’s going to be more value offerings coming from us on the food side as well as the beverage side in 2026. We’re actively developing and growing.”

Lockyer emphasizes the importance of strong relationships in business. “The folks at corporate and our suppliers, they value relationships in a time where a lot of people don’t value relationships anymore,” he says.

For prospective franchisees, Lockyer says: “You need to choose a franchise where you can build your business, not just buy yourself a job. I recommend International Dairy Queen because I feel that they are truly trying to be our partner. I can pick up the phone, and I can get things done and understand we’re all in it together.”

Beyond the business, the Dairy Queen brand’s nostalgic appeal sets it apart from most quick-service brands.

“We definitely have that emotional connection with our fans, grandparents who brought their kids, and now those kids are bringing their own kids,” says Lear. It’s a place where sweet treats and lasting memories go hand in hand.

Learn more at LookforaFranchise.ca

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

GIVING BACK

Sam Primeaux (right), who was paralyzed from the chest down in a motorcycle accident, received a bespoke suit as part of Pearce Bespoke’s For Good Measure program.

CUSTOM-TAILORED KINDNESS

Pearce Bespoke is helping others look and feel good with a free custom suit fitting experience

BY ALYSSA THULMANN

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GIVING BACK

I

t’s more than just a perfectly tailored suit: it’s an experience, a donation, and a platform for people to share their stories. Pearce Bespoke identifies as the first and only modernized mobile tailoring service, providing custom suits in just three to four weeks and a “Perfect Fit Guarantee” that leaves customers looking and feeling good.

This franchise system has grown exponentially in just two and a half years, with 75 locations across the U.S. and a recent expansion into Canada. Accompanying this success is a desire to give back and help others, beginning with their rising charity initiative, For Good Measure.

For Good Measure For over a year now, Pearce Bespoke has been accepting nominations for the donation of a free suit fitting experience valued at $2,000. Anyone can reach out to the company through its website or social media to nominate someone they know who could benefit from the experience, whether it be a solider, an unemployed father, a straight-A student, a selfless loved one, or anybody else who’s life could be changed by the initiative. “We really look for … either someone that does good things for the community, and it’s our way of saying thank you, or someone that just deserves to catch a break,” says Nathan Pearce, founder and CEO of Pearce Bespoke.

Each month, the brand awards the fitting to a new nominee. With the help of whomever sent in the nomination, the Pearce Bespoke team sets off to surprise the winner, catching them off guard and getting all the surprise and the excitement on camera.

Throughout the fitting, the Pearce Bespoke team takes measurements and helps the nominee curate the suit of their dreams while giving them a platform to tell their story to the world. Nominees can unpack what they’ve gone through, shedding a light on certain hardships or kindnesses, and inspire others with their strength.

We revisit the nominee in Part Two—Pearce Bespoke delivers the garments and viewers join them in seeing the nominee try on the clothes for the first time. “Most of [the] nominees have never experienced custom clothing before, so they’re very excited,” Pearce says. “We get to capture that reaction.”

A third video cuts together the entire experience, garnering more views and attention that spreads the nominee’s story while highlighting the businesses and communities that put forward their name.

So far, ten people have received the free suit fitting experience, and recently For Good Measure has been getting more consistent in doing one each month. “We’ve got some really cool ones that are coming up on the horizon,” shares Pearce.

For Good Measure recipient George McLaughlin (left) kept his commitment to his work after losing everything in a house fire.

The people behind (and in) the suits The For Good Measure campaign came from a desire to give back and help others gain confidence. “I’ve always believed, since founding the company, that custom clothing can make a difference in people’s lives,” says Pearce.

“The whole idea came from being bigger than just a forprofit brand and being able to help people.”

A recent nominee was George McLaughlin, “a guy that works at a local casino, always gives back to others, is an integral part of the community, [and] lost everything in a house fire,” shares Pearce. McLaughlin lost almost everything—his clothes, his home, and even his brother’s ashes—but walked out with his life. “We got to hook him up with a $2,500 wardrobe, [hear him] tell his story about the house fire and how he escaped, and then measure him up, get him all new custom clothing. And it was good timing because he had a major award ceremony coming up for his job,” Pearce says.

“We had a high school coach that was homeless for over a year while he was coaching a private school high school basketball team and ended up becoming Coach of the Year,” says Pearce. “People that make a difference, give back to their communities, or deserve to catch a break is the whole point of For Good Measure. And we just donate custom clothing to [them] and give them the

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“FOR US TO BE ABLE TO LIVE BY EXAMPLE—GIVE BACK, HELP PEOPLE THAT ARE IN NEED—IS BY FAR THE MOST IMPORTANT THING THAT WE CAN POSSIBLY DO.” Nathan Pearce, founder and CEO of Pearce Bespoke

floor to tell their story and hopefully make differences in other people’s lives through their stories.”

Sam Primeaux, a man who became paralyzed after a street bike accident tells his story as he’s fitted for a suit. He shares his life since the accident, the hard work and training that’s gone in to developing more mobility in his legs, and his hope to someday open a non-profit or advanced therapy centre.

Videos sharing these stories can be found on Pearce Bespoke’s social media pages, and the company is currently reworking their website to begin launching episodes of For Good Measure there as well. “My hope is, [the] more we tell the story, the more nominations we will get,” Pearce shares. “Our long-term vision for For Good Measure is that our franchisees will eventually be able to participate as well on the local level, so that they can start getting nominations and giving back to all of their local communities.”

National yet local While Pearce Bespoke plans to grow For Good Measure and give franchisees the opportunity to get involved, they have many other charities and initiatives that the brand and the franchisees support through donations already.

According to Pearce, the brand often donates custom clothing experiences worth up to $5,000 or $6,000 alongside two or three different pieces to live auctions raising money for causes like cancer research, helping youth get on their feet, and more. “Our goal is to help whatever non-profit we possibly can raise as much money as possible,” he says. “The more franchises that we end up growing into and awarding, the more of a reach we can have with our branding,” adds Pearce.

An important charity event for Pearce Bespoke is near their headquarters in Baton Rouge, Louisiana, called the

Bella Bowman Foundation. The foundation is named after Bella Bowman, the founders’ daughter, whom they lost to cancer. “We donate every year; they’re raising millions of dollars [to support families] through childhood cancer and it’s a big one that’s close to us,” says Pearce. “Donating a couple of custom suit experiences for them is one that we’ll never miss.”

The brand also encourages their franchisees across the U.S. and Canada to give back to their own local charities through live auctions.

Pearce shares that his favourite part of the business is the For Good Measure campaign, “and I think it’s because we’re all put on earth for [a] main reason and that’s to help others … it’s our purpose, and I think if you don’t have a purpose and a mission, then what are you even doing?” He adds, “And for us to be able to live by example—give back, help people that are in need—is by far the most important thing that we can possibly do.”

Pearce Bespoke has franchise locations across the U.S. and recently opened their first centre in Canada, paving way for more opportunities.

“We fit some of the most famous people on Earth. Lots of celebrities, lots of famous athletes: Eli Manning, Drew Brees, Jaden Daniels’ Heisman suit,” says Pearce. “These people can pick from anywhere in the world, and they chose Pearce Bespoke. So it just kind of gives credibility to the brand, the name, and why people should nominate people and get a really cool experience.”

Learn more at LookforaFranchise.ca

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SHOW ME THE MONEY

4 FRANCHISES FOR $50K-$150K 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 $50K-$150K. Capt Submarine

Hickory Dickory Decks

Capt Submarine is a full-service submarine sandwich franchise born in Charlottetown, Prince Edward Island in 1972. Their recipes and flavours are built on the tastes that Atlantic Canadians love, including their bestselling Donair Sub and ‘Montreal Style’ Smoked Meat Sub. They also offer wraps, flatbreads, salads, and desserts. As part of Grinner’s Food Systems, Capt Submarine offers both a full franchise model and an add-on model, so franchisees can grow their business in the best way for them. Franchise owners also receive training and support before, during, and after the opening week to help them dive deep into a successful business experience.

Since its start in 1987, Hickory Dickory Decks (HDD) has designed and built more than 40,000 decks through 100+ franchise locations across Canada and into the U.S. The brand’s custom project offerings are reinforced by their focus on low-maintenance decking that’s built to last and a competitively wide selection of products. HDD functions as a remote and mobile-based business, meaning franchisees can cultivate a healthy work/life balance and save on overhead while also benefitting from a developed business model, intensive training and support offerings, brand recognition, and room for multi-unit growth.

Carpentry experience is not required, but commitment, drive, and exceptional customer service are.

Learn more at LookforaFranchise.ca

First Choice Business Brokers Help business owners sell their business by matching them to the perfect buyer! Franchisees with First Choice help prospective entrepreneurs live their business dreams, by connecting them with businesses for sale in their ideal industry and investment range. Along with access to a lucrative market, a low start up fee, and no inventory or equipment to worry about, franchisees with the brand also have the support of a long-standing proven system boasting decades of franchise success. With 50 per cent of business owners saying they expect to sell their business in the next 10 years, now is the time to take advantage of a growing market.

Learn more at LookforaFranchise.ca

Megamind Learning Centre Megamind offers franchisees in the thriving education centre a dual opportunity, with a program that combines the Abacus Mental Math Program with specialized tutoring in English, French, Math, and Science. Programs for all grade levels from Kindergarten through high school help kids achieve their education goals. Franchisees benefit from comprehensive training, marketing support, and access to a proprietary curriculum.

Learn more at LookforaFranchise.ca

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

Learn more at LookforaFranchise.ca

ASK A MARKETING EXPERT Is Your Franchise Ready for the AI Era of Search?

THINK ABOUT THE LAST TIME you had a question and went searching for answers online. Did you type it into Google and click through to a website? Or did you ask ChatGPT, Perplexity, or Gemini and get your answer instantly?

If you've noticed this shift in your own behaviour, you're not alone—and this change in how people interact with search is having a real impact on how potential customers find and choose franchise businesses. As a franchise marketing professional at Rocketbarn, I've spent the past couple of years working with franchisees across home services, retail, senior care, pet services, and child education to understand what's actually happening beneath the surface of fluctuating traffic reports and shifting lead volumes.

The question I hear most often is: "Is SEO still worth it?" Business owners are seeing the impact, but they're not always sure how to diagnose the problem, or whether their SEO strategy is still relevant in an AI-driven landscape.

Here's what I've learned: the fundamentals haven't changed, but AI has become a much harsher judge of quality.

What AI actually rewards (and punishes) Both traditional search engines and AI chat platforms have the same goal: deliver the best possible information to users. The difference now is that AI is better at identifying what "best" actually means. If your SEO strategy was built on shortcuts (thin content, generic location pages, or an over-reliance on blog posts targeting longtail keywords) you're likely feeling the squeeze.

We've seen franchisees who invested in high-quality SEO come through this transition relatively unscathed, and in some cases, even stronger. If they were already creating genuinely useful content, properly localizing their pages, building authority, and keeping their information accurate across platforms, they may have seen a drop in informational traffic (since AI now summarizes those answers), but their actual lead generation has improved. Why? Because AI can summarize information, but it can't perform the service. When someone needs a plumber, a senior care provider, or a pet groomer, they still need a real business.

What's changed, what hasn't, and what to do about it The role of backlinks has evolved in interesting ways. You no longer need an actual hyperlink for AI to understand that your brand is being referenced (though backlinks still help). However, the content you're being linked to will now be judged more critically, so low-quality pages can actually lose value, even with links pointing to them.

This is where strategic public relations could become more valuable than traditional backlink tactics.

Blog-based SEO strategies can still work, but the approach needs to shift. Instead of simply targeting longtail questions with high search volume, focus on topic clustering (creating interconnected content that establishes authority across a broader subject area). This helps both search engines and AI platforms understand that you're a legitimate expert, not just someone chasing keywords.

Much of what defines good SEO remains essential.

EEAT (Experience, Expertise, Authoritativeness, Trustworthiness) is still the guiding principle for content development. Structured data, the code that helps search engines understand what your content is about, will be read and interpreted more effectively by AI. And localizing your franchisee pages is more crucial than ever.

The franchisee advantage Here's where franchise businesses have a genuine edge: franchisees have unique, local stories and expertise that AI platforms will value! A generic page about "plumbing services in Toronto" pales in comparison to a page that features a local franchisee's approach, their years of experience in the neighbourhood, customer testimonials specific to that area, and insights into common issues they've solved for customers in Toronto.

The franchises that lean on their franchisees and provide systems to easily capture these unique perspectives and experiences will see massive growth moving forward. This isn't just theory, it's what we're already observing in the market. AI rewards authority and local relevance, and franchises inherently possess both.

Where to go from here Look at your website structure. Evaluate whether your local pages are truly localized or just templates with the city name swapped out. Consider whether your content demonstrates real expertise or simply exists to rank for keywords. Check if your business information is consistent across all platforms.

AI has raised the bar for what counts as quality, but it's also created opportunities for those willing to do the work properly. The question for many isn't whether SEO will still matter in 2026, it's whether your SEO strategy was ever built on a solid foundation to begin with … time to find out!

Alex Preddie, CFE Rocketbarn Marketing alex@rocketbarn.com

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ASK A LEGAL EXPERT What are some key components of the Franchise Disclosure Document?

FRANCHISING CONTINUES to fuel rapid business growth across Canada. For entrepreneurs exploring franchise ownership, one of the most important documents you’ll encounter is the Franchise Disclosure Document (FDD).

The FDD is designed to help prospective franchisees make informed decisions before they invest. It provides essential information about the franchise system, the franchisor’s background, the fees and costs involved, the terms that will govern the relationship, and more.

Under provincial franchise laws in Ontario, British Columbia, Alberta, Manitoba, New Brunswick, and Prince Edward Island1, franchisors must provide the FDD at least 14 days before a prospective franchisee signs any agreement or pays any money. If an FDD is non-compliant, not delivered in accordance with required rules, or not delivered at all, franchisees in a province with franchise legislation may have the right to rescind (cancel) the franchise agreement, and may be entitled to claim amounts invested, and compensation for losses incurred from the franchisor.

In short, the FDD is your roadmap to understanding what you’re signing up for and whether the opportunity aligns with your goals.

Key sections to review carefully While the content requirements for FDDs vary slightly across systems and provinces, here are some of the key areas you should focus on: 1. Litigation and Bankruptcy History This section discloses whether the franchisor, its associates, its general partners, or its directors/officers have been involved in lawsuits or bankruptcies. It is important to review this section carefully. A pattern of litigation can be a red flag that warrants deeper investigation.

2. Initial and Ongoing Fees The FDD will contain details on all the costs you’re expected to pay, including upfront franchise fees, ongoing royalties, advertising contributions, technology fees, and more. You should understand how these payments work to build accurate financial projections, paying particular attention to fees that could fluctuate or increase over time.

Make sure you understand all financial obligations and confirm that you have sufficient working capital to make the investment. It is a wise choice to engage a financial advisor or accountant to review the numbers carefully and build a

realistic business model to project capital requirements, cost structures, and potential return on investment.

3. Territory If you receive an exclusive territory, you should review the FDD to see what the exemptions to such “exclusivity” might be. For example, in a food franchise, some systems reserve the right to sell through other distribution channels, such as online or in grocery stores, even within your territory. Alternatively, you may not receive an exclusive territory at all.

4. Termination, Renewal, and Transfer Rights These provisions explain under what conditions you can renew or sell your franchise or exit the system. Pay close attention to the grounds of default that allow the franchisor to terminate the agreement, and any notice or cure periods that might apply.

Typically, franchisees do not have a contractual right to terminate the Franchise Agreement, and so your main exit option will be through a transfer (selling your franchise to a new owner). It’s important to understand what conditions and fees will apply to any transfer, as these can significantly affect your ability to exit the system.

Prospective franchisees should also review the renewal rights carefully. If the Franchise Agreement (and therefore the FDD) do not explicitly provide for renewal, you should not assume that renewal will be available when the initial term of the Franchise Agreement comes to an end.

5. List of Current and Former Franchisees The FDD will provide a list of current franchisees, as well as contact information for former franchisees that left the system within the last fiscal year. Speaking with current franchisees can give you candid insights about the business, profitability, and day-to-day support from the franchisor. You should also ask former franchisees why they left the system and what challenges they faced. If many locations have closed recently, ask the franchisor why.

Saskatchewan’s Franchise Disclosure Act received royal assent in May 2024 and comes into force on June 30, 2026.

1

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(continued on page 73)

Priya Gill Cassels Brock & Blackwell LLP pgill@cassels.com

FRANCHISE TUTORIAL

TUTORIAL 7: THE FUNDAMENTALS OF FRANCHISING

INTRO TO INITIAL TRAINING ONCE YOU’VE BEEN GRANTED A FRANCHISE, one of the first things that’ll happen is initial training. This training provides you with the knowledge and skills to duplicate the franchisor’s proven business model and to provide a consistent customer experience.

Training is the foundation of a strong franchise system. Successful franchising is all about duplication and consistency.

A brand is strongest when the customer has the same experience each time they visit a franchised location, no matter what time of day or which location. The only way that brand consistency can be accomplished is through training. Initial training is so important that it’s typically mandatory. Some franchisors will even go so far as to stipulate in the franchise agreement that if initial training isn’t successfully completed, the franchise licence can be terminated, or that the franchisee must repeat the training until all of the necessary skills are learned.

During training, new franchisees must set aside any preconceived ideas of how the business should be run, and be open-minded to learning new methods that are being taught by the franchisor. This can sometimes be difficult for franchisees that have been in business for themselves before, especially if it’s in the same industry.

The franchisor will be assessing your ability to learn and to adapt to their method of doing business.

The goal of initial training is to ensure that a franchisee has all the knowledge they need to be successful and to duplicate the brand. Someone wanting to get involved in a franchise is usually looking to be shown how to do this, as they don’t want to have to figure it out themselves. In addition to training the critical elements that make the brand, strong franchisors will also provide training in all aspects of running a business. Key areas that are typically covered in an initial training program include the following: • Initial site selection and store build-out • Operating standards and procedures • Technical operations for providing the service or product • Merchandising • Recruitment, retention, and management of employees • Training of employees • Marketing, advertising, and public relations • Financial management and controls

• Administration • Point of sale systems • Approved suppliers The duration, costs, and where the training is conducted will vary from franchise to franchise, depending upon the maturity of the franchisor, the complexity of the business model, and the industry. Some franchisors provide training in a group setting at the head office, while others provide training one on one at the new location. Some franchisors provide initial training for several weeks, while others have training that lasts several months. Some franchisors include the training costs in the initial franchise fee, while others charge a training fee over and above the initial franchise fee. Costs for flights, accommodation, and meals while attending the training are typically paid by the franchisee. Who attends the initial training will vary from franchise to franchise. In some cases it’s strictly the franchisee, in other cases it includes the franchisee and key management, and with some franchises, the training may include all new staff.

As a result of the large variations, the only way that you’ll understand the details of the initial training is to carefully review the disclosure document provided by the franchisor and ask a lot of questions. Often the disclosure document will provide a training outline. Ask the franchisor critical questions so that you have a good understanding of what the initial training entails: who, where, when, and what. Talk to existing franchisees and get their input and impressions of the initial training. Some franchisors may let you review the operations manual or sit in on a part of a training program so that you can get a sense of the quality of the initial training.

Don’t be afraid to ask the franchisor your questions to learn as much as you can about the training.

There’s a lot to learn when you’re starting a new business, especially when it’s in an industry in which you’ve had no previous experience. Good training is more than just how to make the product. It’s all about how to duplicate a complete, proven business model. A good initial training program provided by the franchisor will instill you with confidence and start you off on the right track to building a successful business.

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FRANCHISE TUTORIAL

TUTORIAL 8: THE FUNDAMENTALS OF FRANCHISING

INTRO TO ONGOING TRAINING GREAT FRANCHISORS DON’T STOP at providing initial training. They provide ongoing training and support designed to continue to develop the skills of the franchisee and their staff for the duration of the franchise agreement. As with initial training, the details and extent of ongoing training varies widely between franchise companies and requires you to ask a lot of questions. Not all franchisors provide ongoing training, so don’t assume that they do.

Franchise licences will often have a term of five to 10 years, or longer. During this time, the business model should evolve. New products, technology, and innovations require that franchisees have ongoing training to keep current with the evolving brand and continue to be competitive in changing markets. When the quick service restaurant (QSR) franchises started in the ’50s, the menu often consisted of only burgers, fries, and milkshakes. Today, QSR menus have dramatically changed to remain competitive in the market, to respond to the growing trend towards healthier food choices, and to provide menu items for meals such as breakfast. All of this change requires training so that the entire franchise system evolves together, and the customer continues to have the same experience at each franchise location.

Strong franchise systems will define clearly that ongoing training is mandatory in their franchise agreements.

Depending upon the franchise and the industry, ongoing training is often provided for employees of the franchised location. This can be useful in assisting you when dealing with a business that’s technical and needs welltrained staff. There’s also advanced training for franchisees who wish to take the business to new levels. The ongoing training updates franchisees and their staff on new products, services, or system-wide enhancements.

Franchisors will use training to introduce new technology, marketing programs, and other initiatives.

There may be a charge for sending employees to ongoing training, or it may be covered as part of your ongoing royalties. Be sure to review the franchise agreement to determine who’s responsible for the costs. Typically, you’re responsible for paying the employee’s salaries, flights, accommodations, and meals during their training.

Franchisors may have reduced these costs by the method of delivering the ongoing training to the franchisee. Some franchisors have set up regional training

centres to minimize travel. Others have support staff from head office go out into the field and provide training at the franchised location, and some have set up online training over the internet or via video so franchisees and their staff can get training at their own convenience.

Training is also often delivered as part of national conferences or regular regional meetings. Franchisors that put a lot of emphasis on ongoing training will use all or a variety of these methods to deliver the training and get the new information out.

Providers of ongoing training are not limited to the franchisor. The franchisee may look to other education sources over and above the training provided by the franchisor. Suppliers of products to the franchise system may provide training to update franchisees and ensure that the franchise staff is knowledgeable when representing these products to end-user consumers. There may also be tradeshows and conferences put on by industry associations to provide further education. The franchisor often communicates these external training opportunities to the franchisee.

Successful franchisors put a heavy emphasis on ongoing training. The goal is to ensure that the franchise system is consistent as a whole and continues to be competitive as industries change and evolve. The quality and thoroughness of ongoing training often has a correlation to the quality of the franchise system, and ultimately, your success. Be sure to ask questions and ensure that effective ongoing training is provided when you’re researching franchise opportunities and choose to be part of a franchise system that has a long-term view of the business.

Watch the Franchise Tutorials video on Franchisee Training

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

FRANCHISE TUTORIAL

STUDY QUESTIONS TUTORIAL 7

TUTORIAL 8

1. Initial training provides a franchisee with: a) a n opportunity to operate a franchise for six months under the supervision of head office staff. b) the knowledge and skills to duplicate the franchisor’s proven business model and to provide a consistent customer experience. c) educational opportunities through industry associations.

1. Ongoing training updates franchisees and their staff on: a) n ew products, services or system-wide enhancements. b) head office staff changes. c) new products and services of competing franchise systems.

4. Costs for flights, accommodation, and meals are always covered by the franchise system.

True or False? a) True b) False

3. You may only receive ongoing training from your franchisor. True or False? a) True b) False 4. Ongoing training is also provided via Internet and video. True or False? a) True b) False

1) a 2) c 3) b 4) a

3. As franchising is a business model, initial training is the same for every franchise system.

True or False? a) True b) False

Answer Key:

2. During initial training, new franchisees must: a) s et aside any preconceived ideas of how the business should be run. b) be open-minded to learning new methods that are being trained by the franchisor. c) both a) and b).

2. There’s often a correlation between the quality and thoroughness of ongoing training and: a) t he franchisor’s level of post-secondary education. b) the franchise fee. c) the quality of the franchise system and ultimately, your success.

Answer Key:

1) b 2) c 3) b 4) b

ASK A LEGAL EXPERT (continued from page 70) 6. Financial Statements The franchisor must provide financial statements for its most recent fiscal year. You should consult an accountant experienced in franchising to assist in your review of the financial statements, as well as to assist you in assessing the financial viability of the opportunity.

Conclusion As you can see, the FDD is an effective due diligence tool.

By understanding its contents and seeking professional guidance, you can approach your franchise investment with confidence and clarity.

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MARKETPLACE

Most entrepreneurs spend years, even decades, trying to build the right environment around themselves — the right peers, mentors, coaches, structure, and business model. At 911 Restoration, you start day one with it all in place. You’re not doing this alone. You’re joining a curated network of high-performing owners who want you to win. That environment is worth more than any mastermind. It’s not just guidance — it’s a path.

Franchise units in Canada & US: 342 In business since: 2003 Franchising since: 2009 Franchise fee: $46.9K Start-up capital required: $200K Investment required: Inquire Training: 2 weeks (1 week virtual and 1 week in person) Available territories: All of Canada CFA member since: 2021 Contact: Miri Offir, CEO Web: www.911restorationfranchise.com

Learn. Grow. Achieve™ Angus Valley Montessori Schools Inc. addresses the growing desire for premium early-learning and safe, secure childcare for infants and pre-school ages. Proven Montessori curriculum, custom-designed buildings, chef-created nutritional menus, and tried-and-tested operations. Through strong relationships with land developers, we secure prime locations with high demand opportunities. Franchisees are supported by a team with extensive business and operational expertise.

Franchise units in Canada: 8 In business since: 2018 Franchise fee: $75K; royalty: 6% to corporate; 2% to advertising support Start-up capital required: $500K-$1.2M (building size 6,500 sq ft10,000 sq ft) Investment required: $900K-$2.2M Training: Initial training is provided Available territories: BC, AB, ON, US CFA member since: 2019 Contact: Murtaza Hasan Founding Partner and Sunil Bhardwaj, Partner, President Email: info@avmschools.com Web: www.avmschoolsfranchise.com

“26 years, over 465 stores and still growing!”

3050 Parsons RD NW Edmonton, Alberta , Canada T6N 1B1 Phone: (780) 440-6770 Web: www.boosterjuice.com E-mail: franchising@boosterjuice.com Booster Juice is Canada’s premium smoothie and juice chain!

As a leader of nutritious alternatives in the quick-serve industry, Booster Juice’s proprietary recipes are an instant hit among today’s active, health-conscious consumers. Today, Booster Juice has expanded to bring smoothies, fresh-squeezed juices, and delicious hot food items to active customers on the go. With over 26 years in the business, Booster Juice continues to grow with locations across Canada and is on track to open 40 new stores in 2026 - Including its first ever drive thru in Windsor!

Units Canada: 465 In Business Since: 1999 Franchising Since: 1999 Franchise Fee: $30K Initial Investment Required: $135K Turnkey costs: $399K-$435K Training: 2 weeks plus ongoing support Available Territories: Canada, International CFA Member Since: 2002

CEFA Early Learning, Canada’s leading premium early education franchise, is expanding across Canada—specifically in Ontario, Alberta, Saskatchewan, and Manitoba. With 25+ years of proven success, CEFA offers franchise partners an opportunity to invest in a scalable business model with a $2.3M+ projected annual unit volume and a 95% average enrollment rate across all schools.

If you’re passionate about children’s education and development, this is your chance to invest in the rapidly growing childcare market and create a meaningful impact in your community.

Investment Details: • Franchise Fee: $70,000 • Initial Investment: $2.5M–$3M (total estimated investment)* • Liquid Cash Required (Startup Cost): $750K–$1M • Average School Size: 10,000–15,000 sq. ft.

• Royalty Rate: 6% • Marketing Fund: 2.5% *Final costs may vary based on location and specific site requirements.

Visit franchise.cefa.ca or email at franchising@cefa.ca to learn more about the CEFA franchise.

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MARKETPLACE

FASTEST GROWING BAKERY CONCEPT IN CANADA

“It’s Gonna Be Great”

• 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 W franchise.cobsbread.com

Great Clips is the world’s largest and fastest growing hair salon brand with nearly 4,500 salons throughout North America.

Our convenient, walk-in hair cutting salons are located in over 130 markets in the US and Canada. Great Clips salons are recession-resistant, have repeat customers and provide a multiunit opportunity for business owners looking for scalability. A manager-run model allows for flexibility in how you transition from corporate into business ownership. No haircare experience necessary!

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, curbside 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!

MSA Worldwide has established an unparalleled reputation as the leading strategic and tactical advisors in franchising. We work with companies at all stages of their franchise journey to develop franchise systems, franchisee support structures, and maximize franchisee recruitment. Our decades of experience and innovative strategies enable us to design and develop unique solutions for our clients.

Franchise fee: $25K (USD) Investment required: Net Worth $500K ($1M in select markets) Available territories: BC, SK, MB, ON, US Training : Yes Franchise units Canada: 163 US: 4,300 In business since : 1982 Franchising since: 1983 CFA member since: 2016 Find out more at franchise.greatclips.com.

Contact: Andrew Seid, Senior Consultant 860-523-4257 or aseid@msaworldwide.com www.msaworldwide.com

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

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MARKETPLACE

Over Forty 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 140 locations across Canada.

Oxford Learning® celebrates multiple awards, including: · Elite Franchise Canada Top Ten Franchise Award · Franchisees’ Choice Designation, 8-Year Designee (2018 - 2025) · CFA Awards of Excellence Gold (2021); Silver (2022); Bronze (2025) · 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 over four decades of proven success.

Explore the Oxford Learning opportunity today!

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

“Love at First Bite” is the official tagline of Rajdhani Sweets & Restaurant, a fast-casual dining franchise specializing in authentic Indian cuisine and sweets. Since their start in 2002, Rajdhani’s vision to share affordable, traditional Indian cuisine with consumers across North America has grown with more than 25 locations throughout Ontario and new openings lined up in Quebec, and the U.S. Training: Yes CFA member since: 2025 Email: rajdhanisweetsofficial@gmail.com Web: www.rajdhanisweets.ca

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 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, such as the Ciao Rewards loyalty program.

Pizza Nova is the Official Pizza of the Toronto Blue Jays™.

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.

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.

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 400 franchised 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.

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

Locations in North America: Over 5,700 Locations in Canada: Over 400 Minimum cash investment: $100,000 Total cash investment: $219,500 to $299,500 plus working capital For more information on The UPS Store opportunity, call 1‐888-875-0007 or visit www.theupsstore.ca.

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MARKETPLACE

Wing’n It has carved out a unique niche in the casual dining world. Our commitment to fresh ingredients, a diverse menu, and a fun, inviting atmosphere keeps customers coming back.

If you’re passionate about great food, exceptional service, and want to be part of a franchise that’s taking the restaurant scene by storm, Wing’n It is the perfect fi t. Take the first step towards owning a thriving business with the backing of a brand that knows how to win.

Franchise units in Canada: 25 In business since: 2011 Franchising since: 2011 Franchise fee: $35K Start-up capital required: $50K Investment required: Min. $450K+ Training: Yes ($10K training fee) Available territories: All of Canada, Int CFA member since: 2016 Contact: Kim McFarlane, Director of Franchises Phone: (709) 237-9465 Email: kim@wingnit.ca www.wingnit.ca

GROW YOUR ND BRA Find your next franchisee with an ad in Franchise Canada magazine!

Contact Jad Cheaib (jcheaib@cfa.ca) to learn more

ADVERTISERS’ INDEX 911 Restoration............................................................................................................... 7 www.911restorationfranchise.com

MSA Worldwide........................................................................................................... 27 www.msaworldwide.com

Angus Valley Montessori Schools Inc. ....................................... 12-13 www.avmschoolsfranchise.com

Oxford Learning........................................................................................................ 15 franchise.oxfordlearning.com

Booster Juice................................................................... Inside Front Cover www.boosterjuice.com

Pizza Nova......................................................................................................................... 17 www.pizzanova.com.

Bubblegum Canada............................................................................................. 44 www.bubblegumcanada.com

Premier Printing......................................................................................................... 33 www.premier.ca

CEFA Early Learning................................................................................................. 9 https://franchise.cefa.ca

Rajdhani Sweets & Restaurant................................................................. 30 www.rajdhanisweets.ca

COBS Bread.................................................................................................................... 35 franchise.cobsbread.com

The UPS Store.................................................................... Inside Back Cover www.theupsstore.ca

Great Clips...................................................................... Outside Back Cover franchise.greatclips.com

Wing’n It. . ............................................................................................................................ 23 www.wingnit.ca

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

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FRANCHISE ROUNDUP

Insights, ideas, and opportunities to keep on your radar FRANCHISING

BY THE NUMBERS

2.25%

Key interest rate being held by the Bank of Canada, which credits the economy’s “held resiliency” for the decision.

3.5%

The increase in average hourly wages among employees on a year-over-year basis in October 2025, following September’s growth of 3.3%.

66.3%

Of businesses are very or somewhat optimistic about their outlook over the next 12 months, reported in the fourth quarter of 2025.

544K

The number that Regular Employment Insurance (EI) benefits edged down to in September, marking the second consecutive month of slight decline.

26,200

The number of jobs created in export-dependent sectors over the course of 2025.

$153 million

The International Centre, Hall 4 February 7-8, 2026 • 11 AM-4 PM

Whether you’re looking for a franchise or UPCOMING EVENTS

looking to connect with future franchisees, February 7-8, 2026 the Franchise Canada Franchise Canada Show Toronto Show has you covered.

The International Centre, Hall 4 What can you expect at a Franchise Canada Show?

Your most trusted path to business ownership, the Franchise Franchisors who are members of Networking Canadian Franchise Association at and the Canada Showthe(FCS) is the ultimate franchise opportunities exhibition (CFA), committed to the CFA’s roundtables to chat official show of the CFA. The FCS provides the opportunity to meet Code of Ethics and to excellence in about real world experiences face-to-facefranchising with popular leading national brands and franchisors, sessions to learn more Guidance and advice connect withSeminar industry experts, attend free seminars, and explore about entering the world of for those stepping into franchising franchising franchise business opportunities in every industry and at all investment levels.

Samples and giveaways Curated expansion from exhibitors

opportunities at all investment tiers

The franchise industry is comprised of more than 60 sectors ranging from IN THE NEXT ISSUE food to beauty to construction and more. Begin your search now at the

Franchise Canada Show and realize your dream of starting your own business.

March/April 2026 - The Diversity Issue Join us for the March/April 2026 issue of Franchise Canada, the Diversity Issue, and celebrate the communities that make up Canada’s franchise industry. We’ll be sharing the stories behind your favourite businesses and brands, the people that put their all into building welcoming spaces and offering top-of-the-line services for Canadians nation-wide. They’re our family, friends, and community members, and we’re thrilled to showcase the many faces and voices of entrepreneurship in Canada. We’ll also be sharing a wealth of different franchise opportunities, including quick-service burger franchises feeding Canadians from coast to coast.

The trade surplus Canada posted in September 2025, the fist surplus posted by Canada since the U.S. President threatened and imposed tariffs on critical sectors.

Source: CBC, Statistics Canada, Statistics Canada, Statistics Canada, bdc, CBC

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AT A GLANCE Established: 1998 in Canada; 1980 in U.S.

A Proven Business Opportunity With A Track Record For Success

Number of units: Over 400 in Canada Investment range: $219,500 CDN to $299,500 CDN, plus working capital Contact: development@theupsstore.ca 1(888) 875-0007

Non-Traditional Opportunities With The UPS Store . ®

Your Business.

Your Community.

Your Future.

• Worldwide Brand Recognition • Experience & Support From Day 1 • Comprehensive Training

Your Opportunity Awaits With The UPS Store.

Join Canada’s largest network of print & copy centres, today!

Visit us at theupsstore.ca to learn more.

The UPS Store® locations in Canada are independently owned and operated by licensed franchisees of MBEC Communications Inc., the master licensee of The UPS Store, Inc., a subsidiary of United Parcel Service of America, Inc. The UPS Store® and other UPS® trademarks are owned by United Parcel Service of America, Inc. and is used under license.

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, BC 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.

The UPS Store in Walmart Supercentre, Guelph

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