Franchise Canada September/October 2025

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FOR MORE INFO, VISIT WWW.FATBURGERCANADA.COM SEPTEMBER | OCTOBER 2025

AUTHENTICITY YOU CAN TASTE (AND SCALE)

Fatburger shares the secret sauce to its success in Canada— and how future franchisees can take part

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A Canadian Franchise Association Publication / FranchiseCanada.Online

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22 COVER STORY

22

Future-Forward Food Brands Three longstanding Canadian brands show how authenticity and innovation can see a franchise through decades of service

FEATURES

26

Fresh and Green Franchise concepts that cater to today’s demand for fresh, feel-good food

30

More Kitchens for the Cooks Food service franchisees share the recipes behind multi-unit ownership

34

Franchise Fusion These foodservice brands are putting a twist on tradition with culinary mash ups blending flavours and cuisines

www.cfa.ca | www.FranchiseCanada.Online

37

On The Road Automotive & Truck Services Across Canada

40

The Taste of Belonging: Why Culture Matters in Franchising Franchise consultant Maliesa Cadogan shares how true inclusion in franchising goes beyond what’s on the plate.

42

Seven Steps to Convert Your Successful Business into a Franchise: Part One Seven essential steps to determine your franchise readiness and—if the model fits—how to take your business from solid foundation to scalable franchise system.

44

Join the FAM! Celebrate Franchisee Appreciation Month all September long.

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

DEPARTMENTS

46

HOMEGROWN & LOCALLY OWNED 100% Canadian Franchise Systems

49

MULTI-GEN MAGIC Birding as a business Wild Birds Unlimited franchisee Kristen Martyn has found a place to nurture her love of nature

52

LEADERSHIP PROFILE Serving Communities Canada-Wide The Lunch Lady founder Ruthie Burd shares the journey of her storied career and how she’s bringing nutritious food to kids across the country

55

A DAY IN THE LIFE The Calculus of Community How Spirit of Math franchisee Salima Mussaji saw a gap in the market in the greater Toronto area—and solved for X

58

ICONIC BRAND Keeping it Fresh Edo Japan, a Canadian QSR founded by a Buddhist reverend, has turned fresh, simple food into nearly five decades of success

61

GIVING BACK A Pizza Their Hearts Toronto’s favourite familyowned & operated pizza franchise shows that when it comes to giving back, sharing is caring

64

SEASON 9 IS NOW AVAILABLE!

SHOW ME THE MONEY 4 Franchises for $500K+

70

FRANCHISE TUTORIAL Tutorials 3 & 4 This issue: • Intro to Deposits • Intro to Disclosure Documents

COLUMNS

6 PUBLISHER’S MESSAGE 10 CFA CODE OF ETHICS 14 INDUSTRY NEWS 68 ASK THE EXPERTS 73 MARKETP­LACE 77 ADVERTISERS’ INDEX 78 FRANCHISE ROUNDUP

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Franchise Canada

September | October 2025

5

PUBLISHER’S MESSAGE

A

HUNGRY FOR SUCCESS

s a reader of Franchise Canada magazine, you know just how diverse franchising is as an industry. The Canadian Franchise Association (CFA) counts more than 60 different industry categories among its membership, from retail to pet services to home repair. There are large franchise brands and emerging systems, traditional brick-and-mortar shops and home-based or mobile businesses. Whatever kind of business you’re looking for, there’s a franchise for that!

When it comes to the public’s first interaction with a franchise brand, often it’s through food. The average Canadian interacts with three to five franchised brands per day, and it’s no surprise that quick-service restaurants (QSRs), coffee shops, bakeries, specialty food retailers, and fullservice restaurants make up many of those touchpoints.

The foodservice industry is an economic powerhouse, making an estimated $114 billion in sales each year, according to Restaurants Canada, which also estimates that Canadians make 23 million visits to restaurants every day.

It’s a growing industry not only for consumers, but prospective entrepreneurs—36 per cent of Canadian adults (18-54) say they have dreamed of opening a restaurant!

If you count yourself among that number, this issue is for you. In our annual Food Issue, Franchise Canada explores the fantastic food franchises operating across the country. In our cover feature (page 22), longstanding restaurant brands share the secrets to balancing a commitment to tradition with new innovations to keep their brand thriving. How are other brands keeping up with the latest trends? Turn to page 26 to read about franchises embracing consumer trends toward clean, veggieforward eating—or check out the brands taking fusion food to the next level on page 34.

We also highlight food service franchisees who are finding their own success one bite at a time. On page 30, you’ll hear from three franchisees of food service brands who have bought multiple franchise units, who share how they’ve grown their empires with the support of a proven brand. On page 58, we take a look at Edo Japan, the iconic brand that brought accessible teppanyaki dining to Canadians. And in our Home Grown and Locally Owned section (page 46), three Canadian-founded restaurant brands share their tasty tips for successful business ownership.

We also look beyond the wrapper to the heart behind these businesses. Turn to page 61 to read the story of

the Primuccis, the Italian immigrant family behind Pizza Nova, and how they’ve used their success to give back to the causes most important to them. On page 52, we take a deep dive into the career of Ruthie Burd, founder of The Lunch Lady, sharing her story of growing a humble business into a franchise that helps feed thousands of children every year. Then, on page 40, HOT Perspectives consultant Maliesa Cadogan breaks down the benefits of Diversity, Equity, and Inclusion (DEI), for franchisees and franchisors alike.

September is Franchisee Awareness Month, an important annual celebration of the franchisees who make this industry the thriving sector that it is. As we always say, franchising is a community, and the hardworking business owners who serve their local clientele, give back to their community, and help enrich their neighbourhoods are at its heart. On page 44, we spotlight the franchisee stories we’ll be sharing online, in our email newsletters, and through the CFA social media feeds throughout the month. Visit the Franchisee Appreciation Month webpage to see more, and share your appreciation for franchisees online with the hashtag #CFAJointheFAM! If all these stories of entrepreneurship and innovation have whetted your appetite, be sure to visit LookforaFranchise.ca, the CFA’s online directory of franchise opportunities, to find your next business venture.

Like all the brands featured in Franchise Canada, franchise systems included in this directory are members of the CFA, meaning they are qualified franchise opportunities and have demonstrated a commitment to excellence in franchising by signing on to the CFA’s Code of Ethics (page 10). As you peruse future opportunities, always Look for the Logo—the CFA Member logo will tell you which franchise brands meet these criteria and help you on your journey to finding the perfect franchise fit!

There’s more to explore in this issue, so don’t wait— dig in and get a taste of all the Canadian franchise industry has to offer!

Sherry McNeil, CFE President & CEO, Canadian Franchise Association

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

EDUCATION FRANCHISE OPPORTUNITY

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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

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

ADVERTISING SALES Lou Gervasi AD COORDINATOR Andrea Lee CONTRIBUTING WRITERS

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

Lou Gervasi lgervasi@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.

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

© 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.

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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.

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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

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ADVERTORIAL

Authenticity You Can Taste (and Scale) Fatburger shares the secret sauce to its success in Canada— and how future franchisees can take part

S

ome call the 20th anniversary the platinum anniversary, and that would certainly be fitting for Fatburger. The restaurant brand, renowned for bold flavours and quality ingredients, is celebrating its 20th year in Canada, a shining example of local growth and success.

Fatburger was introduced into the Canadian market in 2005 by local award-winning restauranteur and CEO, Frank Di Benedetto, bringing a concept that was distinctly different from traditional burger chains—from its bold brand design and curated menu offerings to its innovative procurement and construction systems.

Recognizing an untapped demand for cooked-to-order burgers, he followed his foresight to pioneer the fastcasual burger format in Western Canada, positioning Fatburger as both a market innovator and category leader. Today, the brand has grown to 70 locations here, achieving a market penetration rate that surpasses even California, despite serving a population of just 11.7 million.

The first Fatburger opened its doors near Vancouver’s English Bay, under the leadership of Di Benedetto, who is also the CEO of FDF Brandz (the company which also owns Ricky’s All Day Grill, Famoso

Pizzeria, and Humpty’s Big Plate Diner). Even after 20 years of sizzling success across five provinces and one territory—Fatburger is not slowing down.

Born in L.A., Built for Canada While Fatburger Canada is celebrating 20 years, the Fatburger brand itself has an even longer history. It all started in 1947 with a Los Angeles hamburger stand called “Mr. Fatburger,” the brainchild of a charismatic local entrepreneur named Lovie Yancey. The restaurant became wildly popular, attracting celebrities like Redd Foxx and Ray Charles.

When Fatburger Canada brought the brand to the Great White North, the reaction was much the same as it had been for Yancey half a century before. The Vancouver location was an immediate hit. As Yancey has been quoted saying, “A good hamburger sells itself.”

Raymond Ho, VP of Marketing and Communications for Fatburger Canada says, “When the brand moved north, we made it distinctly Canadian, because we understood the market. We evolved the menu to reflect our tastes here in Canada, and we expanded the menu to provide variety for Canadians.”

Quality that Sells Itself “Something that makes us really special is the ingredients,” adds Irene Hayahay, Fatburger Operations Director. “The brand has kept an unwavering focus on using only the highest quality, premium ingredients, never freezing its Alberta Angus beef, and cooking items fresh to order. Burgers are shaped by hand before being slapped on the grill, while onions are sliced, breaded, and fried into rings in-store.”

The classic burgers still reflect the recipes and cooking methods used at that old diner in 1947, Ho says. “We cook the burgers right there in our open kitchens, unlike many other places. You see us hand-pressing the patties, and cooking them to order on the grill.” While trends in recent years may have moved toward cutting extras, Fatburger holds onto its market niche by “keeping to what we do best,” Ho says.

“At the heart of it, Fatburger is about big, juicy burgers—we make ours substantially bigger than the other burger brands,” he adds. “Our patties start at 4oz of meat, and go up to 1lb.” He puts it simply: “We want our customers to taste that difference.”

All of this is good business, allowing Fatburger to distinguish itself in

ADVERTORIAL

the market, cater to customer desire, and pay tribute to its heritage. But it’s also part of striving for quality and value as a Canadian-owned brand.

While the brand was founded in L.A., every Fatburger in Canada is Canadian-run—not only because each location is owned and operated by a local franchisee who lives in that community, but because the larger franchise system is run out of the brand’s Vancouver office. A commitment to Canadian sourcing means that when a guest bites into a Fatburger, they’re tasting Alberta beef, poultry, Canadian-baked buns, and Canada-grown tomatoes, potatoes, and even its burger spices.

Franchise Evolution In addition to its authenticitybased approach, the brand has also embraced change to make itself more appealing to business owners and customers.

Some of Fatburger’s introductions over the years include adding more value options to the menu, such as incorporating Buffalo-style chicken wings from a sister brand from the deep south of Roswell, Georgia, reengineered to fit a fast-casual concept. Today, wings, boneless wings, chicken sandwiches, and its juicy tenders make up about 25% of the menu! The brand has also adapted to changing tastes when it comes

to expanding options for those who don’t eat meat, introducing a few vegetarian burger versions, including the Impossible Burger. “It’s a really popular product,” notes Ho. Creative menu items, like the mango shake that’s currently a top-seller on the brand’s delivery apps, have been a great way to attract customers.

Fatburger also launched a digital loyalty program in February this year, where customers can collect and redeem points toward menu items. Ho says the brand is looking to incorporate additional technological innovations like electronic menus boards and ordering kiosks “to deliver better convenience and better accessibility.”

For franchisees of the brand, this innovative spirit is a major benefit.

While maintaining wallet-friendly prices for customers can be a challenge in the current economic landscape, being part of a system like FDF Brandz helps business owners keep control of their pricing. Stacey Hansson, Senior VP of Corporate Services and Franchise Relations for FDF Brandz says, “We have approximately 200 restaurants, so we have some economic advantage when it comes to purchasing. We can look at how much we want to order and manage certain things to make sure we’re keeping costs manageable.”

At the end of day, “every business would say the customer is the most

important part,” Hansson notes. “We keep the customer in mind for everything; we innovate around that.”

New franchisees with the brand have access to extensive initial training—both theoretical and onthe-job—and ongoing support, including store visitations to ensure they preserve the fundamental culture of Fatburger, which is focused on great food and excellent service.

A background in food service is not necessary, says Hansson. “Not everybody is an experienced franchise operator, so we make sure that we are providing the proper training … Our operations team is there to support that, and there even after the restaurant is open.”

The biggest benefit, Hansson adds, is the wealth of knowledge and the proven system that Fatburger has developed over the past two decades.

“We’ve been in business since 2005, 20 years. It’s easy to say, while we are satisfied and grateful for the success of 70 locations, we are also mindful of innovation. We strive for improvements in our food and systems so that we are always at the top of our game, and in our customers’ minds.”

With a dominant presence in Western Canada, the brand is actively expanding into the Ontario market and the East Coast, inviting the next wave of entrepreneurs to take part in its growth. 

To find out more about franchising with Fatburger, visit www.fatburgercanada.com/franchising/

INDUSTRY NEWS

Your source for what’s happening in Canadian franchising Stagecoach Canada shines at Disneyland Paris’ Dance the Dream event Stagecoach Performing Arts Canada returned from an unforgettable journey to Disneyland Paris, where 47 talented students from Stagecoach schools across the country took part in the prestigious Dance the Dream event from July 24–27. Joined by nearly 200 proud family members, these young performers represented the heart and soul of Canadian creativity on an international stage.

From coast to coast, Stagecoach students united to experience the magic of Disney in a way few ever do. Alongside 669 Stagecoach performers from around the world, the Canadian students had the honour of opening the Disneyland Park in Paris with a breathtaking vocal performance in front of Sleeping Beauty’s Castle. They also dazzled crowds as part of the Disney PreParade, dancing down the park’s Main Street U.S.A., embodying the joy and energy of live performance.

“This was more than just a performance—it was a transformational experience,” said Tosha Doiron, principal of Stagecoach Mississauga and Oakville who attended the event.

“Our students grew in confidence, creativity, and courage. They saw firsthand what it means to be part of a global performing arts community.”

Beyond the spotlight, students were given rare behind-the-scenes access to Disney Performing Arts, gaining insight into the professional world of entertainment—from choreography and storytelling to the discipline and teamwork that bring Disney magic to life.

While the Disney Pre-Parade is open to select performing arts schools worldwide, the castle

performance and gala dinner are exclusive to Stagecoach, underscoring the brand’s commitment to providing exceptional, world-class opportunities for its students.

“Being a Stagecoach Principal means opening doors to dreams,” says Doiron. “Our students don’t just learn—they perform, they travel, they grow. And we get to be part of that journey.”

QuickBite redefines Canada’s QSR landscape with triple-brand power move A bold new force is making waves in the Canadian foodservice industry. QuickBite Collective, a dynamic quick-service restaurant (QSR) startup, has captured attention with a high-impact, triple-brand acquisition completed within just six months of launching.

QuickBite is quickly establishing itself as a key player in Canada’s franchising scene, targeting over 82 locations by the end of 2025.

“This isn’t just about growth,” said Hadi Chahin, president of QuickBite Collective “We’re building the most dynamic, culturally relevant, and operationally excellent food portfolio in the country—one that empowers our franchisees to succeed and thrive in an ever-evolving market.

With a sharp focus on cultural relevance and operational excellence, QuickBite is now the proud parent company of three powerhouse brands: Teriyaki Experience, Burgers n’ Fries Forever (BFF), and Maverick’s Donut Company.

Teriyaki Experience is a 40-yearold Canadian icon with global reach, now undergoing its most ambitious transformation yet. The Japaneseinspired teppanyaki concept is unveiling a refreshed brand identity,

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

modernized menu, and a renewed focus on hospitality and store experiences, reclaiming its place as a staple of Canadian dining.

Toronto’s cult-favorite halal smash burger brand, BFF has more than 64,000 followers and deep Gen Z appeal. Known for its bold flavors, edgy branding, and social media buzz, BFF is preparing to open 12 new locations in the next six months, rapidly expanding its footprint across Ontario and beyond.

Maverick’s Donut Company completes the trio with a unique twist as Canada’s fastest-growing donut brand. Known for its Instagram-worthy appeal, Maverick’s offers exciting flavours, creative combinations, and customizable treats. With QuickBite’s leadership, the brand is perfectly positioned for major expansion.

Lice Squad Canada expands into kids hair care with Superhero Kids Lice Squad.com has been helping families solve their head lice issues for over two decades, and they have now added all things kids’ hair care services and products to the menu.

At Superhero Kids, every snip of the scissors tells a story—one of patience, understanding, and true care. More than just a children’s hair salon, Superhero Kids is a sanctuary for families navigating the unique hair care challenges associated with autism. As part of the Lice Squad.com franchise family, this Canadian-grown brand is redefining what it means to care— one child, one haircut, and one superhero moment at a time.

Superhero Kids was created to meet a need too often overlooked: making haircuts a positive experience for children with autism. For many families, even a simple trim

INDUSTRY NEWS can be a source of anxiety. Bright lights, buzzing clippers, and sensory overload can turn a routine appointment into a struggle. Superhero Kids understands that—and they’re changing the narrative.

What makes Superhero Kids different than other kids’ hair salons?

• Individualized hair care: Stylists are trained to work with children who have sensory sensitivities, taking the time and care needed for each child to feel safe and supported.

• Autism-friendly spaces: From calming environments to sensory tools and flexible appointments, everything is designed with the child’s comfort in mind.

• Empathy-first service: Staff are more than just hair professionals— they’re listeners, encouragers, and allies to every family who walks through the door.

• Specialty hair care: Catering to all family and kids’ hair care needs from first cuts to superhero hair tinsel. Providing child safe and natural hair care products.

Superhero Kids is proud to be part of the Lice Squad.com franchise brand. A purpose-driven franchise system dedicated to all things kids’ hair care. With a growing presence across Canada, Lice Squad is expanding not just salons, but opportunities—empowering people who want to own a business that truly makes a difference.

Lice Squad isn’t just looking for franchisees—they’re looking for changemakers: entrepreneurs who believe in individualized care, community impact, and creating safe spaces for kids of all abilities. With a proven model and a powerful mission, Lice Squad.com and Superhero

Kids offers a franchise opportunity that goes far beyond business.

At Superhero Kids, every haircut is a chance to build confidence, connection, and calm. Families walk in with hesitation—and walk out with hope. Because when you combine care, compassion, and a little creativity, even a haircut can feel heroic.

Pita Pit Turns 30 and thanks Canadians with free pitas, special offers, and prizes To mark 30 years of serving fresh, flavourful pitas, Pita Pit launched a week of customer appreciation deals starting on July 21. Customers could score one of 30 free pitas available to the first 30 customers at each participating location, enjoy smoothies for just $4.99 (reduced from $7.99), and regular pitas for $9.99 (reduced from $14.39). The celebration continued July 22 and 23 with 30 per

Franchise Canada September | October 2025

15

INDUSTRY NEWS cent off all pitas, giving everyone a chance to savour their favourites at a special anniversary price.

“From our very first pita shop in Kingston to more than 240 locations across Canada, our success has always been about the people—our franchisees, team members, and loyal customers,” says Chris Cann, brand leader for Pita Pit. “We’re proud to celebrate 30 years, and we want to do it with the community that has made it all possible.”

From July 24–25, Pita Pit’s MORE! program members enjoyed even more exclusive anniversary offers, encouraging customers to join the loyalty program to maximize their rewards and enter giveaways for a chance to win prizes.

Since opening its first location in Kingston, Ontario, in 1995, Pita Pit has grown to over 240 locations EU25-053 MrGreek-CFA_Ad-F2.pdf across Canada and an international

presence, maintaining its commitment to quality ingredients, bold flavours, and healthier choices on the go.

1

B.Protek Concrete Coatings marks 10 Years of Canadian innovation, expansion, and trust B.Protek Concrete Coatings is celebrating 10 years of transforming garages, basements, and commercial spaces across Canada.

Behind this success story is a proudly Canadian company (originally founded in Quebec as Béton Surface) that has grown into a trusted national brand driven by performance, precision, and local expertise.

In 2014, Quebec-based entrepreneur Nicolas Desjardins identified a clear opportunity in the home improvement market: concrete floor coatings that were both durable 2025-08-08 10:41 AM and beautiful. After building his first

company (MonPeintre.ca) in the residential painting space, Desjardins turned his focus to concrete resurfacing—starting with just one garage.

The results were immediate. Clients loved the clean finish, the durability, and the professional execution. Word of mouth took over. Within months, demand surged across Quebec, and Desjardins laid the foundation for what would become one of the most respected concrete coating companies in Canada.

B.Protek’s growth model was built on a powerful idea: local ownership backed by strong systems.

Desjardins created a network of independently owned franchises, each run by trained professionals with deep ties to their community— delivering personalized service and consistent quality.

Driven by strong demand, the company quickly gained traction

CURRENT FRANCHISING OPPORTUNITIES mrgreek.com/franchising

PREMIUM FAST CASUAL

Why Mr. Greek?

• Proprietary products exclusively available to the Mr. Greek® system • Comprehensive training program • Turn key opportunity with unparalleled head office support • Aggressive marketing strategy with online presence 365 days a year • Custom online ordering platform • In business for 37+ years

CONTACT US

(416) 444-3266 x27 franchising@mrgreek.com

Proud member of the Canadian Franchise Association

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

INDUSTRY NEWS across Quebec. To better serve the rest of Canada, B.Protek Concrete Coatings was launched, extending the same trusted methods and high standards nationwide.

After appearing on CBC’s Dragons’ Den, Desjardins elevated the brand’s visibility and credibility.

Today, Béton Surface and B.Protek Concrete Coatings serve thousands of customers across Quebec, Ontario, New Brunswick, Manitoba, and Alberta—with new territories opening every year.

In 2024, B.Protek expanded its offering with a new turnkey service: garage organization and storage solutions. From modular cabinetry and Slatwall panels to integrated workstations and accessories, the company now provides full-service transformations for garages, turning underused areas into clean, functional, and stylish extensions of the home.

This new service is built around B.Protek’s trusted foundation: polyaspartic and epoxy floor coatings, engineered for Canadian climates and manufactured right here in Canada. The company offers up to 20-year warranties on residential garage installations.

B.Protek’s mission is clear: to build trust, one client at a time.

Every project is guided by the company’s core values of listening, precision, commitment, and collaboration. Franchise owners are local entrepreneurs, deeply connected to their communities, and dedicated to exceeding expectations at every stage.

With over 1,000 five-star Google reviews, a near-perfect customer satisfaction score, and a reputation for clean, punctual, professional work, B.Protek continues to set the standard in its category.

Since 2023, B.Protek has partnered with Charles Ouimet, a Canadian cyclist, content creator, and design enthusiast known for his visual storytelling and attention to detail.

Through video, photography, and collaborative content, Ouimet shares the brand’s commitment to functionality, durability, and clean aesthetics.

As B.Protek enters its second decade, its sights are set on continued expansion across Canada.

The company is actively developing new territories, enhancing its product offerings, and recruiting likeminded franchise partners to join the movement.

To mark its 10th anniversary, B.Protek has launched a nationwide contest with a dream vacation grand prize as a meaningful way to thank the clients, partners and franchisees who helped make this success possible.

F RESH OP P ORTUN IT Y

Join the Pizza Nova family and bring authentic Italian taste to your community. With over 60 years of proven success, trusted brand recognition, and dedicated support every step of the way, owning a Pizza Nova franchise is your recipe for success.

YOUR FRANCHISE OPPORTUNITY AWAITS 416-439-0051 | franchising@pizzanova.com

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official pizza of the Toronto Blue Jays TM

VOTED #1 BEST PIZZA

VOTED #1 BEST PIZZA 2024 DIAMOND WINNER

6 Years in a row!

TORONTO BLUE JAYS ™ and all related marks and designs and photograph are trademarks and / or copyright of Rogers Blue Jays Baseball Partnership. Used under license.

Franchise Canada September | October 2025

17

ADVERTORIAL

BOLD STEPS, BOLDER BRAND Fat Bastard Burrito has always stood out.

Now, they’re taking on a bold plan for franchise growth.

T

he name “Fat Bastard Burrito” tends to raise eyebrows.

Whether you love it or hate it, one thing is certain—the name gets noticed. Few would have predicted that the company behind Mary Brown’s Chicken would acquire such an edgy brand, but they did. What do they have in common? It’s simple: great food and Canadian roots.

Founded in Toronto in 2010, Fat Bastard Burrito made waves as an urban quick-service restaurant that wasn’t afraid to break the rules. By “bastardizing” the burrito—adding bold twists like noodles, waffle fries, Thai curry, or butter chicken to the Mexican favourite—the brand became a Toronto staple, growing to more than 65 locations by the early 2020s. Much of this growth was due to the brand’s popularity with the urban late-night crowd, and guests seeking something different (and larger) within the category.

When MBI Brands acquired Fat Bastard Burrito in 2021, the vision was clear: apply the learnings and success of Mary Brown’s and grow the Ontariobased chain into a true national brand. “Although the urban roots

are extremely important, our expansion plans include towns and cities all across Canada,” says Jocelyn Attwood, Senior Director of Franchising.

Bastards on the Move With this new strategy in mind, and under MBI Brands’ direction, Fat Bastard began to expand into new markets. The first big test came in St. John’s, Newfoundland, when MBI Brands decided to bring the expansion to Mary Brown’s hometown.

Selecting a prime location in the city’s downtown, the first location outside of Ontario launched in summer 2023.

There were reservations about bringing the edgy brand to a new province, but Greg Roberts, owner of MBI Brands, was confident. After all, Fat Bastard may have gotten its start in the Big Smoke, but the appeal of a delicious, premium burrito is universal. He was right. Today, the Water Street location in St. John’s is the topperforming restaurant in the system, with its sister location in Mount Pearl (just 20 minutes away) coming in at number two.

Now, the brand is heading west.

With one location open in Langley,

B.C. and new restaurants set to open in Mission and Abbotsford by year’s end, momentum is building quickly.

Alberta is next, with two Edmonton locations and one in Red Deer opening soon.

Of course, as for any business, challenges exist—economic uncertainty, high unemployment among youth, and rising costs are realities the entire restaurant segment is facing. But for Fat Bastard, innovation is the answer.

“We must stay innovative, top of mind, and consistent,” says Soha Dezfouli, VP of Operations for the brand.

Self-serve ordering kiosks, digital menu screens, and trendy limitedtime menu offerings are just some of the ways Fat Bastard Burrito is keeping its edge.

Big Burritos, Bigger Opportunity For guests, the attention-grabbing name and exciting menu offerings are what drives interest (and appetites).

But prospective franchisees are just as interested. Why? This bold brand presents a bold business opportunity, especially during this exciting period of strong growth.

ADVERTORIAL

One benefit for franchisees is the brand’s smaller footprint model, which in turn means a lower cost of entry than typical QSR restaurant investments. Fat Bastard locations are approximately $375,000-$475,000 to build and franchisees are required to have a cash downpayment of approximately $150,000. The balance can be financed through a major bank or credit union.

With this small square footage setup, grab-and-go food options, and a menu optimized for efficient supply and cooking, owner/operators can hit the ground running.

The brand also offers unmatched support from head office. With the backing of MBI Brands (which oversees almost 400 stores across Mary Brown’s Chicken and Fat Bastard), franchisees benefit not only from a tried-and-true system but a franchisor that has decades of food service experience in markets all across the country (and beyond). In addition, there’s the buying power, advertising know-how, and real estate expertise

that an experienced franchisor brings to the table.

Fat Bastard Burrito currently has new franchise opportunities available in markets across Ontario, B.C., Alberta, and Atlantic Canada. The sky is the limit for franchisees interested in growth through the brand— Fat Bastard has over 90 locations nation-wide and has its sights set on even more expansion.

Proudly Canadian, Defiantly Delicious Another benefit of the franchise business model is its ability to adapt to consumer trends; with the power of a proven system, the name recognition of a well-established brand, and the ability to gather insights on various markets, franchise systems are wellpositioned to adapt, especially in times of economic uncertainty.

But alongside turning to new innovations, Fat Bastard is also built on a bedrock of tradition, having been serving up its bold flavours for 15 years.

In fact, Fat Bastard and Mary Brown’s are similar in that both these brands are 100 per cent Canadian, founded and locally owned in this country. Who knew?

Along with its legendary burritos and bowls, the brand offers a wideranging menu that includes tacos, quesadillas, nachos, and other fan favourites like waffle fries, empanadas, and yes, the deep-fried Mars bars for dessert.

Devoted customers love the larger portion sizes, menu variety, and limited time offers that keep their favourites at a wallet-friendly price point.

The brand has also launched an app, allowing guests to order online at instore pricing, while collecting loyalty points. The Fat Bastard app also provides access to exclusive offers and discounts that keep users engaged and coming back for more.

After 15 years of strong growth in Ontario, Fat Bastard Burrito is ready for more. It’s not just a quirky name that gets noticed—it’s a brand that really delivers. 

To learn more, visit www.fatbastardburrito.ca/franchising

ADVERTORIAL

Leadzz and Sayda AI services reveal the ‘hidden cost of missed calls’ How two AI tools are helping franchise teams save money and scale smarter

I

n today’s fast-paced, customerdriven world, a single missed phone call or unanswered email can mean a lost opportunity—a lost sale, a frustrated customer, or a bad review. For franchise companies operating in high-volume industries like home services, fitness, food, beauty, or retail, the cost of missed calls multiplies quickly.

Franchisees are feeling the pressure, says Arash Fasihi, founder and CEO of Leadzz and Sayda. “With minimum wages rising, high employee turnover, and unpredictable hiring pools, building a reliable customerfacing phone team has become a serious challenge.”

Understaffing can mean phones ring unanswered during peak hours or after close; when staff are busy with in-person customers, they may not have time to field call after call asking about business hours, services areas, or appointment slots.

But this also means that potentially valuable new leads may get lost in a voicemail box or sitting unopened in an overstuffed email inbox.

Taking the Leadzz “Leadzz is an all-in-one, AI-powered lead generation and marketing engine tailored for service businesses and franchise networks,” says Fasihi. The idea, he says, is to automate lead capture, making sales and conversions as easy as possible for those working in sales.

The tool captures inbound leads from websites, ads, and landing pages, and routes them using Artificial Intelligence, using “conversionoptimized funnels.”

“It also automates follow-ups via email or SMS, offers pipeline visibility, lead scoring, segmentation, drip campaigns, and detailed analytics— all designed to streamline lead capture, qualification, and conversion,” says Fasihi.

The tool is especially helpful for franchises, who need to coordinate communication and lead capture across multiple locations. The automated responses mean leads can be captured and qualified instantly, reducing delays in response. It also means that leads can be organized and routed by location, service type, or franchisee availability, “ensuring the right inquiry goes to the right team,” Fasihi notes. A service franchise might use Leadzz to route incoming inquiries from a central hub to a network of franchisees, for instance, cutting down on the time individual franchisees would have to spend on lead generation as well as the time and cost commitment of human operators at a central hub.

Leadzz also offers centralized dashboards, Fasihi says. “Franchise management can monitor performance across locations with clean visibility and analytics.”

This is especially important for franchise brands, for whom

consistency is king. “One of the biggest struggles for franchise brands is delivering consistent service across all locations,” Fasihi points out. “A customer calling one branch may get a polished response, while another location puts them on hold for five minutes or gives conflicting information.”

Just like products need to be the same across different locations of the same franchise system, communication and responsiveness should be consistent as well, in order to maintain brand standards and goodwill among customers.

Both Leadzz and Sayda are able to offer a customer response experience that is standardized and can be scaled across an entire franchise network, whether it’s an emerging system with five locations or an iconic brand with 500 stores.

Never miss a call again This kind of efficiency has been at the heart of the company since Leadzz was founded in early 2022, Fasihi says. “[It] was founded … with the vision of transforming how businesses—especially franchises— capture, manage, and convert leads.”

From the beginning, the focus has been on combining intelligent automation with marketing tools, “to maximize sales opportunities while reducing manual effort.”

To that end, the company is releasing a related product called Sayda,

ADVERTORIAL

an AI voice assistant that handles inbound and outbound calls.

Because the tool is AI based, Sayda can take calls 24/7, Fasihi notes: “answering, qualifying, routing, booking appointments, handling voicemails, making follow-ups, and updating calendars, all with a natural, human-like touch.”

“Franchise teams using Sayda have seen up to 35% drop in average call handling times.”

Sayda doesn’t just answer the phone—it intelligently manages the conversation. It can qualify leads, book appointments, route urgent calls to the right person, and even follow up with customers automatically.

All with a branded, friendly tone of voice that’s trained specifically for your business.

For franchise brands, this is a gamechanger, Fasihi says. Advantages include the ability to never miss a lead, as Sayda can answer a call at any hour of the day or night, and to automate lead qualification—Sayda asks screening questions and flags the best leads, so that human teams can devote their time to following up with high-value prospects.

This efficiency makes it easier to scale, Fasihi adds. “Processing high call volumes without adding headcount saves teams 20-30 hours per month,” he points out.

Sayda is able to support multilingual conversation and has proven adept at understanding the context of different businesses and industries, and adapting to complex call flows. Voice AI can be trained to use your exact brand voice, language style, and business logic, Fasihi says, “ensuring every customer receives the same high-quality interaction, no matter when or where they call.”

Since AI is always learning and adapting, the tool will also improve over time. No retraining required:

the tool will adapt to answer frequent questions, adjust to regional preferences, and update its operations without manual intervention.

Clients appreciate the increase in efficiency, Fasihi says. He reports that the automatic qualifications Sayda provides have lead to saved work hours and better conversions, as client teams are able to easily identify serious, qualified buyers from their pool of calls.

Working smarter To those who might worry AI would mean job losses, Fasihi points out: “AI isn’t a replacement—it’s an enabler.”

Outsourcing repetitive, low-value tasks like answering common inquiries, booking appointments, or doing initial qualification eases the burden on human teams, he notes, and means that franchisees can spend more time on high-value, high-touch work like closing deals, building relationships, and handling complex scenarios.

“The partnership boosts efficiency while preserving and enhancing human roles in the sales process,” he says.

Sayda also helps with retaining leads, he notes. “Sayda ensures every lead is captured and nurtured immediately. By booking appointments, sending follow-up texts or emails, and routing calls correctly, it keeps leads engaged and reduces drop-off. Integration with marketing workflows means no lead falls through the cracks, and every interaction can be tracked and followed up on promptly.”

This instant responsiveness is one of the tool’s most powerful benefits, according to Fasihi. “This rapid engagement leads to remarkable improvements in lead conversion,” he says, noting that franchise users who have adopted Sayda have seen lead conversions grow by up to 200 per cent, simply by insuring every

inquiry is handled instantly and professionally. This in turn means brands can scale without sacrificing service or consistency.

“Customers today expect instant service. If they don’t get it, they move on to a competitor. With Sayda, your franchise locations stay one step ahead—responding to interest the moment it happens.”

Even large brands can use Sayda to deploy a single AI agent across all units, which can be managed centrally but personalized for each location.

Sayda can also recognize returning customers, reference location-specific details, and coordinate with existing tools, CRMs, or booking platforms.

“That kind of agility is gamechanging—especially for multi-unit operators looking to grow fast while keeping quality high,” Fasihi says.

The ultimate partnership for franchise marketing Fahisi encourages franchise brands to take advantage of both tools for maximum efficiency.

“Leadzz captures and nurtures digital inbound leads (from the web or ads), funnels them intelligently, scores and routes, automates email and SMS touches, and centralizes visibility across franchises,” he says.

“Sayda ensures no phone-based lead is lost—answering, qualifying, following up, booking, and logging—around the clock.

“Together, they create a fully integrated, omnichannel AI-driven lead engine.”

Using both tools means that digital and voice leads both flow into a single system, consistently managed, tracked, and optimized. The result? “Higher capture rates, faster qualification, smarter distribution, no downtime, and better franchisee performance—all while minimizing manual labour.” 

To learn more, visit www.sayda.ai or contact Arash Fasihi at arash@sayda.ai.

COVER STORY

FUTURE-FORWARD FOOD BRANDS Hospitality is one of the oldest industries in the history of mankind, and it shows no signs of retiring. Franchise Canada sat down with three longstanding Canadian brands that exemplify how authenticity and innovation can team up to see a franchise through decades of service

BY ALYSSA THULMANN

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

COVER STORY

Bento While walking the aisles of grocery stores all over Canada, shoppers can grab a tasty pack of sushi at a moment’s notice thanks to Bento. Ken Valvur founded the brand in 1996, opening a small, quick-service restaurant (QSR) and commissary in downtown Toronto. Upon its success, Bento began delivering sushi to supermarkets in the late 1990s, a trailblazing expansion that brought the brand’s tasty rolls into the grocery and retail space.

Bento has continued to grow coast-to-coast across Canada and into the U.S. In 2023, it was bought by Zensho Holdings, making it part of the Wonderfield Group and strengthening its reach globally.

Today, Bento is known for providing chef-crafted sushi and Asian-inspired meals with convenience, through high-traffic, national retailers like Metro, Longo’s, Loblaws, and Walmart as well as universities, airports, hospitals, and food courts through its food service model. The brand rolls up a whopping 34 million portions each year.

Although its history reaches back nearly 30 years, Bento’s sights are set forward. “Innovation isn’t just a value at Bento—it’s the lens through which we approach growth,” says Erica Gale, SVP of brand development.

“We’re building a brand that not only responds to evolving consumer expectations and market dynamics but also sets the pace—from expanding our offerings beyond sushi, to forging sustainability partnerships that will define the future of how our industry operates.”

This includes Bento Brave, a reimagining of the brand’s voice and visual identity that brand manager Kyra Feldman calls “a bold rebrand.” Keeping on the cutting-edge

benefits customers as well as franchisees with the brand, who are given the tools to succeed in a crowded market.

To this end, Bento offers a comprehensive training program and ongoing support to provide everything franchisees need to thrive. No skilled sushi chef experience is needed, notes Feldman: “Bento empowers you to step confidently into business ownership with a turnkey model designed for growth.”

“There has been a big movement towards clean eating and wholesome food … and that’s something that Bento can definitely lay stake in the ground in,” says WesleyAnne Rodrigues, director of marketing & product development. Bento isn’t afraid to dive into the deep end of customers’ evolving tastes with non-sushi options such as hot food, snacks, sides, and fusion offerings.

Recent introductions to their menu include fresh rolls, onigiri, and the brand’s first foray into the beverage world: bubble tea. “Our focus has always been on making sushi easily accessible, convenient, and fun for everyone,” Rodrigues says.

The sustainability team, led by Wida Paikar, director of sustainability, is dedicated to its eco-friendly commitments, including sourcing from vendors who follow sustainable fishing practices and partnering with organizations like Too Good To Go, which helps reduce food waste by selling surplus food at a discounted price.

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

23

COVER STORY

Boston Pizza Since its inception in 1964 in Edmonton, Alberta, Boston Pizza has offered itself as a gathering place. Jim Treliving was a Royal Canadian Mounted Police (RCMP) officer when he found the establishment and was charmed by it.

Inside people were gathered, sharing pizzas and enjoying their meals as a community.

In 1968, Treliving became more than just a fan of the business. He joined the brand, buying his own location in Penticton, British Colombia—the fifth Boston Pizza ever opened, and one that remains today. By 1983, Treliving had bought the brand, and since then he’s seen it to new heights across North America. Now Boston Pizza is over 60 years old with 400 units across Canada, the U.S., and Mexico.

Of those 400 units, 99.9 per cent of them are franchises.

Laval, Quebec hosts the only corporate store in Canada.

“Jim has always instilled in us the importance of our franchisees,” says the brand’s vice president of food services, Andy Jorge. “Franchisees are the lifeblood of the brand … They’re the ones that are bringing this brand to life to tens-of-thousands of people every single day in their restaurants.”

When it comes to the brand’s long-term success, Jorge credits a myriad of aspects including the approachable yet forward-thinking menu, the brand’s innovations, and the work that the franchisees put into their communities, both inside and outside the walls of the restaurant.

Adding to Boston Pizza’s status is it’s unique, multidimensional identity. “We like to say that we are a multithemed restaurant concept, [all] under one roof,” says Jorge: a lively sports bar, a family-friendly dining room, a 3-season patio, and an unparalleled take-out & delivery platform create the winning foundation for success.

Internally the franchisor has 160 nationwide corporate employees, as well as their franchisees. Head office

keeps on top of trends with specialized teams, like the culinary team or the marketing science team, who are constantly introducing new innovations to the brand.

“How many times have I gotten an email from a kitchen manager in a restaurant?” Jorge adds, “And that’s the cool thing about our brand as well, [it’s] super approachable.” They also receive insight from supplier and vendor partners as well.

Internally, they use the phrase “BP better,” Jorge explains. When working on new ideas “somebody inevitably says, ‘how do we make that BP better?’”

Recently, Boston Pizza has gone beyond the crust, capturing trends toward bolder, more adventurous flavours and global influences delivered locally. Their menu features a Barbacoa Bowl, Fiesta Salad, and limited-time summer additions like the Sweet Heat Chicken Sandwich.

They’ve also introduced halal menus to many of their restaurants, with added certification requirements in place to ensure proper handling.

And the creativity goes beyond just the menu. In June, Boston Pizza relaunched their brand image, updating their logo, colours, in-house design, and overall look just enough to refresh the brand without straying from their long-held identity.

In terms of Boston Pizza’s future: “It’s continuing that recipe of success,” Jorge explains. “Looking after our franchisees, looking after our guests … Continuing to evolve, never standing still. And I think that’s what makes a brand not just survive but thrive for over 60 years.”

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

Learn more at LookforaFranchise.ca

COVER STORY

Calgary franchisees Rohan Pandya (left) and Prabh Nagra (right) pose in their new location

Cora Breakfast and Lunch “Cora: it’s not just a name; it’s a legacy that continues to inspire, and guide, and connect us to our roots,” explains Geneviève Duquette, director of marketing for Cora Breakfast and Lunch. Founder, Cora Tsouflidou, started the brand’s journey more than 35 years ago and remains involved to this day.

It all started in Montreal, Quebec, in 1987. Tsouflidou was 40 years old, had recently become a single mother, and needed a way to support her children. “As the only parent her time mattered just as much as anything else, she couldn’t sacrifice one for the other,” explains Allison Seguin, Cora’s director of franchise recruitment. The breakfast and lunch restaurant model gave her the flexibility she needed.

Today, there are almost 130 Cora locations across the country, with more to come. Tsouflidou’s son, Nicholas Tsouflidis, is now the president, a role he’s held since 2008. However, the woman after whom the business is named is still very present, visiting head office regularly and helping with new initiatives.

“In November we’ll be launching a brand-new menu,” shares Duquette. “Madame Cora was involved with each of the steps … She’s very close to us here at the office.”

Both Duquette and Seguin highlight the brand’s authenticity and strong sense of identity as part of the reason for Cora’s ongoing success. “In the beginning it was Madame Cora who created the menu but also created all the painted signs that we have on the different walls in our restaurants. So of course, today, we try to preserve this spirit too,” says Duquette. Tsouflidou also drew the brand’s logo by hand, the same logo that they use to this day.

Seguin adds, “You need to stay true to who you are, but that doesn’t mean you stop innovating, right?”

With this in mind, Cora’s been cooking up more than just their standard plates. Recently the brand introduced a new menu category: fresh lemonades perfect for the hot

weather, inspired by consumer trends toward increased beverage options. They’re also looking to expand to more variety in their coffee and alcohol-free offerings.

Other new introductions include “our favourites at $15”—five popular dishes available at an affordable price—and “Feasts to Share,” customizable platters for two or four people. “It encourages guests to explore more of our menu in one visit and creates a fun and social dining experience that brings people together,” explains John-William Le Houillier, franchise recruitment specialist and marketing coordinator.

With recent economic pressures, Cora’s been focusing on providing an affordable experience to their customers. “We know that every dollar is important for the consumer so we’re trying to develop different kinds of promotions,” says Duquette.

In making new business decisions, Cora’s uses a combination of head office research and franchisee input to learn what their customers need. Loyalty programs, sales numbers, and the research and development team are all involved. But at the end of the day, “The main way that we get feedback from our customers is through our franchisees,” says Benoit Morel, vice president of legal, strategy, and business development.

As for Cora’s future: “We also want to grow the footprint in Canada. We currently have 126 stores, and we want to continue to grow,” says Morel. Amongst this growth are new avenues for success too, such as retail products like syrups and baking mixes, available in grocery stores across Canada.

“It’s such an exciting time to potentially become a Cora franchisee,” adds Seguin.

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

25

FRESH AND GREEN

Franchise concepts that cater to today’s demand for fresh, feel-good food

BY GINA MAKKAR

Today’s consumers want food that fuels them without sacrificing taste, and restaurants are rising to the occasion with vibrant, flavour-packed menus. From globally-inspired entrées to plant-based treats, these three brands bring a unique twist to the table but share a common goal: to make healthy eating accessible and enjoyable.

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

FRESH AND GREEN

Freshii Founded in downtown Toronto in 2005, Freshii has grown to more than 180 locations nationwide. Designed for people on the go, the concept is rooted in serving delicious, healthy meals made with fresh, quality ingredients. Customers can tailor their meals to suit a range of dietary needs, from keto and gluten-free to high-protein or plantbased. Whether fueling a busy day or grabbing a treat, Freshii makes it easy to find balance.

Freshii continues to push innovation with the rollout of its new oven program, designed to elevate flavours and expand menu possibilities. Moving away from the traditional steam table model, locations are now baking proteins and vegetables, bringing out exciting new textures and flavour profiles. “We still maintain the favourites, but we’re looking to elevate the product and meet what you would consider to be a premium brand,” says brand leader Chris Cann.

Alongside their insights from years of operational experience, Freshii’s head office team actively supports franchisees in growing their market share. They focus on helping franchisees boost unit-level profitability through product selection, national promotions, ongoing innovation, local marketing tools, and a consistent, in-store experience that keeps customers coming back.

Ideal franchisees are passionate, hands-on, and committed to the brand’s health-focused mission. Owners come from all backgrounds, from office professionals to dentists to seasoned entrepreneurs. Success in the system relies on a strong work ethic, willingness to follow established systems, and genuine enthusiasm for health and wellness. “I always tell franchisees when they first start that money is not made. You have to earn it. And it has everything to do with being passionate about the

“WE STILL MAINTAIN THE FAVOURITES, BUT WE’RE LOOKING TO ELEVATE THE PRODUCT” - Chris Cann

brand and that you're following the systems,” says Cann.

Once a franchisee joins the team, regional managers work closely with them from day one, rolling up their sleeves to help launch the business and lay the groundwork for a strong, collaborative relationship.

Cann advises franchisees to be present and prepared to put in the effort. “That is your baby, and it's hard work.

Be prepared for that. However, the hard work does pay off. I would lean into the innovation from your brand and what they're trying to help you achieve.” He also says not to be afraid to give feedback or speak up when you’re facing challenges. “You’re not on the outside of the circle.

You’re part of the brand.”

Finally, Cann encourages franchisees to embrace challenges as they come. “What you learn from the tough times when you're uncomfortable in your restaurant— that's where the learning is. That's where you learn how to do what you've set out to do. Embrace those moments and learn, and that will take you to the next level.”

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

27

FRESH AND GREEN

La Prep When Naveen Seth took over La Prep in 2017, it marked a turning point. Originally named Café Supreme, it was rebranded to La Prep in 2010. But it wasn’t until Seth took over that the brand found a new sense of purpose.

“I wanted an open kitchen where everything is made in front of you,” says Seth. “I also felt that although we all want to eat healthy, we also want to live happily. We want our cheat meals here and there.”

The company’s tagline, “Find Your Balance,” reflects La Prep’s core philosophy: that diners can enjoy both indulgence and wellness, depending on what they’re craving. “We offer you the indulgence of great pastries and desserts, but you can also have healthier meals if that's what you prefer. You find your balance,” says Seth.

The benefits of owning La Prep are ample. Unlike a traditional restaurant's long hours, La Prep typically follows standard office hours, allowing franchisees to maintain a healthy work-life balance. The simple yet appealing menu focuses on fresh, wholesome ingredients that don’t require specialized equipment for easy execution and consistent quality.

Ongoing innovation keeps the brand relevant in a competitive market. As of late, they’ve seen an increased demand for multicultural flavours, and they’re embracing the trend by testing and introducing menu items that reflect a range of global cuisines.

With La Prep locations in office towers, hospitals, universities, and airports, expansion plans include a location in Scarborough General Hospital and the brand’s newest venture: street fronts. “I feel there is a void in the market where La Prep would fit perfectly,” explains Seth.

“Suburban markets where you want to meet a friend for coffee or have a snack without a full lunch or dinner.”

“I ALSO FELT THAT ALTHOUGH WE ALL WANT TO EAT HEALTHY, WE ALSO WANT TO LIVE HAPPILY. WE WANT OUR CHEAT MEALS HERE AND THERE” - Naveen Seth Seth says that prior business experience, regardless of the industry, is an essential skill for franchisees. He adds that a passion for food lured him from a career in IT to the culinary world. “I am a CEO who is fully handson. I'm in the kitchen. I spend time doing [research and development], developing new products, and developing new recipes.”

Leveraging Seth’s technology background, La Prep introduced cloud-based kitchens to streamline operations and self-service kiosks to enhance customer experience. They are also launching a new online catering platform designed for office and home catering.

Seth says success demands time, effort, and careful attention to every detail of the operation. “As a franchise, we provide full support, guidance, and ongoing training.

We’re giving them everything to be successful. They just have to be invested in actually being there and doing it.”

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

Learn more at LookforaFranchise.ca

FRESH AND GREEN

Qwench Juice Bar Qwench Juice Bar opened its first Canadian location in 2020 and expanded to four locations throughout the Greater Toronto Area. “We grew slowly because it was a new concept and we wanted to catch the market before we grow across Canada,” says the brand’s master franchisor.

While there’s no shortage of juice bars on the market, Qwench differentiates itself with a commitment to freshness and nutrition. Every juice, bowl, and sandwich is made to order using nutrient-dense superfoods. “We don’t use any sugar, no sugary frozen yogurt, and no additives, and we sweeten our smoothies using either honey or agave,” he says. Instead, ingredients like fresh Greek yogurt and whole fruits form the base of their products, delivering maximum nutrition without compromise. “We also make almond and hemp milk in-store on a daily basis.”

In combining a solid foundation and growing consumer demand for healthier food and beverage options, the brand is ready to scale, beginning with upcoming stores in Alberta and Vancouver.

As a franchise opportunity, Qwench offers the benefit of being part of a growing brand at an early stage of expansion. “With people becoming more health-conscious, there are a lot of opportunities across Canada. A juice, a smoothie, a bowl, [or] a healthy sandwich is a good alternative to fast food, something quick to grab on the go.”

For this growing franchise system, building brand awareness remains a key focus. The company is addressing this strategy through increased marketing investment over the next five to ten years to establish itself in the market.

Qwench is an ideal opportunity for individuals looking to step away from the traditional 9-to-5 and take ownership of their own business. The brand tends to attract entrepreneurial-minded people who are eager to build something of their own. Once on board, Qwench offers hands-on, personalized support every step of the way.

“We walk with them through the process, from finding a location and completing the engineering drawings, to assisting with construction, to supporting after the store is open,” says the franchisor. “We’re very hands-on.”

For a successful Qwench location, the most important ingredient is training. Qwench encourages new owners to spend time working in their store to fully understand the day-to-day operations. “They are in the trenches themselves, so they’ill understand it and be prepared for what will come in the future.”

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

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More Kitchens for the Cooks Food service franchisees share the recipes behind multi-unit ownership

BY GEORGIE BINKS

There are a variety of ways to go about franchising depending on your goals and circumstances. For many franchisees, multi-unit ownership allows them to take what they’ve learned from single unit ownership and apply it to additional locations, while also giving them opportunities to further build their wealth. That being said, the experiences that come with owning a single unit are different than that of owning multiple units, both in terms of finances and the kind of work involved.

Franchise Canada sat down with multi-unit franchisees from three different brands to ask them about their experiences owning multiple franchise locations.

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

MORE KITCHENS FOR THE COOKS

Josée and Karine Lauzon (right) with their A&W franchising team

A&W Food Services of Canada From that first gulp of A&W’s ice-cold root beer to the feeling of being involved in a successful family venture, life is good for Josée and Karine Lauzon these days. The two own seven A&W franchises in Quebec.

They first developed their interest in the famous franchise when their parents, Ginette and Luc Lauzon, were looking for a restaurant banner in 2001 that shared the family’s values in terms of food quality, guest service, and work environment.

“We joined A&W with our parents right away, starting from our teenage years.” Karine says, “What makes A&W unique is that we stand out as a Canadian franchisor. We have been serving our original recipes for years for our famous Teen Burger, onion rings, and root beer. In addition, A&W has successfully reinvented itself to ensure it continues to satisfy today’s guests.”

For Josée and Karine, an advantage of becoming a franchisee with A&W is their strong partnership with the franchisor: “We receive very attentive support from our franchisor, who truly partners with us. We also have access to various resource persons at the head office, depending on the topic.” Another advantage is the brand’s image, which they say stands out very well in the fast-food industry.

Challenges include competing against a giant in the industry for market share, as well as maintaining profitability despite the sharp increase of input costs in recent years.

Going from managing one franchise location to several is also a challenge. Josée explains, “The biggest difference is in daily operations management versus overseeing managers who, in turn, manage their own team members within the operations.”

Still, the benefits outweigh the challenges. Josée mentions that one big benefit of owning multiple restaurants is “being able to leverage the different strengths of the various concepts within a 24-hour period—from drivethru, to urban settings and shopping malls.”

As for future plans, she says, “We continue to shine in the markets where we already operate our locations, while keeping an eye on the potential of neighboring markets.”

For those considering an A&W franchise, she says certain things are essential: an ideal franchisee would be "anyone is motivated, ready to take ownership at all times, and committed to respecting compliance in order to properly represent the franchisor.”

And an ability to work hard is a must. Karine says, “You must not be afraid to roll up your sleeves. A strong desire to grow and succeed within a group that values knowledge sharing is essential.”

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

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MORE KITCHENS FOR THE COOKS

Jo Circé (left) and Sandra Bureau (right) own three Pacini locations in Quebec.

Pacini Jo Circé and his wife, Sandra Bureau, just love their franchise locations and the products they serve. “Pacini is unlike any other Italian restaurant chain,” Circé says.

“Love guides our thinking, decisions, and actions. We love authentic Italian cuisine—from the quality ingredients, intoxicating flavors, and inspiring aromas to the textures and appetizing presentations. And we love the people, young and older, customers, community members, employees, suppliers, and partners.”

The two had been involved in the restaurant business for years when one day it all came together. Circé explains, “With the help of a friend and former coworker, I met Pierre Marc Tremblay, owner of the Pacini franchise.

After the meeting, Pierre Marc told me, ‘You should be a restaurateur!’”

Circé started working for Pacini as director of operations, and a few months later, a franchise location came up in Rosemère, Quebec. Circé and his wife jumped at it.

“We opened Pacini Rosemère in September 2015, acquired Pacini St-Jérôme in October 2019, and we just opened Pacini Marché Central (Montreal) in May 2025.”

The couple loved the human side of the franchise, explains Circé. “We felt the franchisor was going to take care of us and at the same time we were going to take care of the brand, our employees, and our customers.”

“The franchise listens to our needs and is attentive to our suggestions,” Circé says, “We are also a family con-

cept, so we feel everyone from one to 99 years old is a potential customer. The clientele is very similar to us and we feel comfortable in this environment.” He adds that there is also room to grow in the franchise system as opportunities arise.

Additionally, he says, “We try to integrate our employees into our decisions, find new ways of working, to add equipment to improve productivity—all this is to make our employees feel good and offer the best possible service to our guests.”

And, of course, there are differences between owning a single location and multiple stores. Circé says, “We quickly realized that we couldn't do everything alone. We had to give our team responsibilities, give clear instructions, and be educators.”

Circé believes restaurant experience and employee management are keys to success in this franchise. “However,” he adds, “In my opinion, the most important criteria are open-mindedness, the ability to adapt quickly to changes, strong emotional intelligence, and good listening skills.”

And, of course, a love of great Italian food!

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

Learn more at LookforaFranchise.ca

MORE KITCHENS FOR THE COOKS

Satnam Malhi behind the counter at one of his six Panago locations

Panago Pizza Inc. From concrete laborer to the owner of six Panago locations, it’s been quite a journey for Satnam Malhi.

Malhi remembers that “While working my full-time day job, I was also a part-time Panago pizza delivery driver. I saw how well established Panago is, and the ongoing operational support franchisees were receiving.

I remember one day thinking to myself that I can do this too. I want to be a part of this franchise and do the best that I can in helping it succeed.”

Panago is a Canadian brand with 35 years of experience offering more than 30 recipe pizzas alongside create-your-own options. According to Malhi, what makes the brand unique is that their ingredients use no artificial colours or flavours, and only cage-free eggs. They also make their pies with 100 per cent organic pizza sauce, dough made fresh in house, and are sensitive to health and dietary requirements, with a wide range of plantbased, vegetarian, dairy-free, and gluten-smart options available on the menu.

With six locations in Alberta, Malhi is busy. “My main focus is to ensure our locations are running smoothly and profitably. When I was able to see how well the first store was running, I knew my family and I could take on more.”

There are benefits to being both a single unit and multi-unit owner, Malhi says. “With a single unit, you’re hiring and supervising a much smaller team compared to multi-units. You’re able to be more hands-on at one location and oversee small tasks yourself. [Owning multiple units], I learned I can not be in more than one place myself. You have to hire and train good staff you trust to oversee that particular location.”

Malhi appreciates the support from Panago’s head office in training, marketing, and product development.

“I can focus on growing my team and serving the community while the brand takes care of the rest.”

Malhi feels that one of the benefits to running a Panago is brand awareness—it’s a brand customers already know and trust, with a proven business model franchisees can benefit from.

A recent success for Malhi is that three of his stores have now been fully paid off. For others considering a Panago franchise, Malhi says, “Be ready to work hard in the beginning. At least the first year, you need to be very hands on, learning the systems and building your team.

It requires a lot of dedication, resilience, and leadership.

Panago gives you the blueprint, you just have to follow it, execute it, and over time make it yours. “ Then, get ready for a great feeling. Malhi shares, “I love walking into my store and seeing happy customers.”

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

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Franchise Fusion

These foodservice brands are putting a twist on tradition with culinary mash ups blending flavours and cuisines

BY HANNAH FOULGER

Food mashups are on the rise. As more and more people are catching on to the business potential of franchising, it becomes more and more necessary to hold a unique niche in a market or neighbourhood. By combining different cuisines, food service businesses can appeal to a large audience while introducing new, interesting offerings. These franchises provide everexpanding menus that keep the competition on their toes.

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

FRANCHISE FUSION

Prairie Donair Prairie Donair is traditional donair. It’s chicken shawarma. It’s falafel. It’s gyro. It’s … Teriyaki crunch?

Prairie Donair is fresh on the franchise scene. With locations located largely in the major urban centres of the prairie provinces, opportunities are ripe for Canadian-Mediterranean fusion. Some of their offerings include the Traditional Lamb Donair, Traditional Chicken Shawarma, and falafel pitas, which are excellent sellers in their own right.

What makes Prairie Donair so unique, though, are the twists they put on their menu items to reflect different Canadian locales—from the Canadian Maple Donair and East Coast Beef Donair to the West Coast and Spicy Signature donairs. Their innovative menu even includes twists on popular flavours like philly cheesesteak and teriyaki.

Founded in Regina, Saskatchewan in 2009, Prairie Donair has been franchising since 2019. President Joshua Bagchi started with four Prairie Donair restaurants of his own to work out the kinks and develop proof of concept.

“It took me quite a few years to figure it out,” Bagchi says. “I just went for it. I didn’t know where it would go, but I was a dreamer, and I wanted to keep moving forward.”

With three more stores in construction this year, and nine other opportunities in development, Prairie Donair is moving fast. For franchisees, Bagchi says, one of the benefits is an accessible price point. “We pride ourselves on not needing a canopy system to prepare foods that are really good,” he says. Another benefit is the fulsome support the brand offers. “I’m really involved, my team is involved. We’re a phone call away. At the end of the day, the franchise businesses are the face of the company … as well as the uniqueness of our product.”

The phrase “Prairie Donair” might seem unusual, as donair is a uniquely Nova Scotian fusion food. Developed in the 1970s, it traditionally features sliced ground beef wrapped in a pita with onions and tomatoes, and topped

with signature sweet donair sauce, and is inspired by traditional Turkish doners. Prairie Donair takes this Halifax dish and brings it across Canada, along the way infusing it with a number of cuisines that Canada is now home to.

For Bagchi, fusion food is not just about Westernized takes on global dishes, but also about developing new ways of preparing these items—including fusing quality cooking with innovative technology. Prairie Donair has designed a new MATLAB cooking system that can generate $2,000 to $3,000 a day in revenue, as it prepares food quicker than more traditional cooking methods. “That is our biggest innovation that we’ve done as a company to keep up with the times, that I haven’t seen many other brands do,” he says.

Another part of Prairie Donair’s innovation is the development of a franchisee portal. If franchisees run into a problem outside of head office’s operation hours and can’t reach anyone right away, they can find the information they need in the online portal. This is useful for many issues, like a broken-down oven, or even more day-to-day tasks like cleaning the kitchen equipment.

Todays restaurants face a challenge as food costs continue to rise, but Bagchi is working on a new menu that is built to be cost-effective for their franchisees. “It’s something I think can sustain the future,” Bagchi says. “Like items that don’t have a roller coaster of price increases, items that aren’t so heavily protein-based.”

With five restaurants opening up this year, nine more in the works, and a development deal to open up 30 locations in British Colombia over the next ten years, Prairie Donair has its sights set on an expansive and innovative future.

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

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FRANCHISE FUSION

Smoke’s Poutinerie Poutine has become a uniquely Canadian experience, topping many tourists’ to-do lists while visiting the Great White North. And, given the meal’s legacy, it may surprise you to know that the word “poutinerie” was first used as a corporate identity and trademarked by franchise powerhouse Smoke’s Poutinerie, who opened their first location in 2009.

While poutine was created in Quebec in the 1950s, it’s had a slow rise to becoming the iconic Canadian dish we all know today. Smoke’s Poutinerie has benefited, and even contributed to, that rise in fame as they continue to expand the very definition of the word “poutine” each year.

Smoke’s Poutinerie’s ongoing rise in the market can be attributed to not only their innovative approach to fusion food, but also their unique branding inspired by ’80s glam rock. In every restaurant you’ll find their original Smoke’s Radio setlist playing—or see the new SmokeA-Vision TVs, airing ’80s music videos on repeat.

The brand calls their customers “fans,” who are largely 18-25 years old. So, you’ll find Smoke’s Poutinerie where the young people are: universities, arenas, airports, and nightclub districts, like their original location on Adelaide St. W. in Toronto. They open from 11 a.m. to 4 a.m. each day, and 5 a.m. on Fridays and Saturdays (or is it technically Sunday at that point?).

According to president and chief operations officer Mark Cunningham, “Smoke’s is an entertainment company that happens to sell poutine.”

Smoke’s is Canadian through and through, sourcing their ingredients from homegrown producers. Considering the potato’s supreme importance to the success of the brand, Smoke’s started its own potato distribution company in 2012. Spuds are sourced from P.E.I, and cheese curds from Quebec. The brand’s potatoes are low in sugar because they are cut fresh in the restaurant and then blanched to get that crispy outer coating and soft interior.

But it’s what’s on top of the fries that really catches the eye.

“Anything we can think of [to put] on top of our poutine, we’ll try it … You can travel around the world through your visits to Smoke’s Poutinerie,” Cunningham

says. Menu items include the ever-popular butter chicken poutine, Korean Beef BBQ, or varieties topped with shawarma fillings or jerk chicken.

Cunningham adds that “menu fatigue” is always a challenge, but that’s where marketing helps. “Twenty per cent of your menu drives 80 per cent of your sales, but you have to have a lot of noise in it. Our vegetarian category is only about about five per cent of our menu mix, but it is an important five per cent,” he explains. “We have to be very conscious of that and bring innovation [to that category], and not to ignore it. We try to tweak a lot, and [bring out new varieties] on limited time offer.”

For example, their holiday poutine arrives in October and is showered in turkey, cranberry sauce, and stuffing.

This kind of offer is particularly important for the franchises on college campuses, which are only open from September until April.

The ideal franchisee for the Smoke’s team might not be the typical business owner. In the initial interview process, they will ask a potential franchisee, “What song do you want to play on air guitar?” Cunningham says, “That’s a lot of pressure for a potential franchisee, but the ones that can do it are the successful ones.”

What’s next for Smoke’s Poutinerie? “Unlimited potential,” Cunningham says. “Winnipeg, [Manitoba] is a great example. We have two locations, and I think we could grow a third. There’s lots of cities across Canada with growth opportunities. We also have Smoke’s on wheels, which is the mobile part of the business. That brings us an opportunity to bring poutine to the people.”

He also says that non-traditional venues are also a great option, including ghost kitchens and bigger retailers like Walmart. Smoke’s is now at the Toronto Zoo and looks to grow into amusement parks and arenas across Canada too. Because of course, what’s more Canadian than hockey and poutine?

Learn more at LookforaFranchise.ca

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

ON THE ROAD For aspiring entrepreneurs looking to switch gears and dive into the world of business ownership, franchising offers the opportunity to start off as part of a well-oiled machine. The automotive and truck services industry showcases a fleet of franchising opportunities including vehicle maintenance and repair services, tire and accessory sales, window tinting, styling, and more.

Domestic travel in Canada increased by 1.2 per cent in the final quarter of 2024, followed by an additional 0.8 per cent increase in the first quarter of 2025, translating to an increase in automotive use. In fact, the share of searches for car rentals in Canada’s coastal and mountain cities on the travel search engine, Kayak, for the January-to-March 2025 period jumped as much as 20 per cent over the previous year. And with more vehicle use comes the need for more upkeep. Additionally, Statistics Canada saw an 8 per cent increase in new vehicle registrations between 2023 and 2024. Thankfully, the automotive and truck services industry is here to keep these vehicles in top condition—and to provide exciting franchise opportunities.

Franchise Canada September | October 2025

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ON THE ROAD

Active Green + Ross

Kinetic Auto Service

With commitment and drive, franchisees can thrive in this system regardless of their previous automotive experience. Additionally, those with an existing automotive operation can convert it into an Active Green + Ross franchise. An initial investment of $150,000 to $250,000 provides a personally tailored training program made up of courses and technical training. There’s ongoing support through the head office as well, alongside dealer meetings that connect franchisees with one another and the franchisor.

Prospective franchisees can hop into the world of franchising with Kinetic Auto Service and benefit from a system that focuses on education and support. This brand offers initial training, ongoing coaching through monthly sessions and webinars, marketing support from the head office, and assistance with both recruitment and staff retention. Alignment isn’t just important for cars, but for business partnerships too, and those who recognize the value in Kinetics’ principles are the best candidates to grow this franchise system.

From Ottawa to London, and Barrie to Toronto, Active Green + Ross has seen more than 65 locations open across Southern Ontario. Since 1983, this brand has provided both tires and general automotive services on car and light truck models, emphasizing preventative maintenance repairs such as brakes, alignment, wheel balancing, and tune-up.

Erin Vaughan started Kinetic Auto Service to create a culture in the automotive industry that values inclusivity, respect, and professional growth. Kinetic also strives to demonstrate the importance of quality, safety, and education regarding automotive services, which includes educating clients to ensure they can make informed decisions about their vehicle’s care.

Learn more at LookforaFranchise.ca

Master Mechanic

Equipped with 43 years of experience under their toolbelt, Master Mechanic has built a business specializing in full-range automotive repair and maintenance, and tire sales. These aftermarket automotive services are available for gas, diesel, electric, and hybrid vehicles across all makes and models, assisting customers regardless of what they drive.

For an investment of $293,000 to $647,000, prospective franchisees can join more than 50 other locations across Ontario in providing these necessary services with Master Mechanic.

This investment comes with four to five weeks of initial training, ongoing operational support, local marketing and promotional support, site selection assistance, and a network of franchisees to lean on. Master Mechanic has locations available across Southern Ontario but is also open to more opportunities outside the province.

Learn more at LookforaFranchise.ca

Mister Transmission

In 1963, the first Mister Transmission location parked itself in Richmond Hill, Ontario with three main operating principles fueling the new venture: quality workmanship, attractive pricing, and a strong nationwide warranty. Now, the brand offers its specialized transmission, technology, and related drive line repair services across Canada through more than 60 locations coastto-coast.

Mister Transmission ushers its franchisees into the automotive industry with a comprehensive onboarding process that ensures the team is made up of experts and specialists. The initial onboarding combines one week of intensive in-class instruction with further in-store training to prepare each location with the company’s three “pillars of success”: sales and customer service, operations and profitability, plus technical and back-office support. This training, in tandem with ongoing assistance from head office, prepares franchisees to steer their $120,000 to $150,000 investment forward.

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

ON THE ROAD

Mr Lube + Tires

Mr. Lube is a 100 per cent Canadian-owned franchise system supplying clients with fast, warranty-approved automotive maintenance. Launched by a father-son duo in 1976 with a simple goal to provide fast turnaround oil changes without hassle or mandatory appointments, Mr. Lube has grown to a complete automotive maintenance service with nearly 180 locations throughout Canada.

Aspiring entrepreneurs who are determined to lead a successful business, passionate about customer service, and interested in joining the automotive services industry can invest in a Mr. Lube franchise of their own for between $500,000 and $2.5 million.

Franchisees benefit from increased brand awareness, access to established operating systems, onboarding and ongoing support, a three-week initial training program, and a system-wide network of other franchisees.

RNR Tire Express Canada

When it comes to automotive vehicles, wheels and tires are a necessary expense—and an important safety consideration.

RNR Tire Express is a franchise retailer and installer of safe, quality tires and custom wheels, with the added benefit of flexible payment options for its customers. Since 2016, the brand has ranked first place five times in the Tires & Wheels category of Entrepreneur ® magazine’s Franchise 500®. With more than 20 years behind the wheel and nearly 200 locations, RNR Tire Express is well-positioned for continued growth.

For an initial investment between $703,561 to $1,687,275, franchisees can join RNR’s network in providing safe tires and associated services to all who need them. Most of their franchisees start with no prior industry experience, but with the brand’s ongoing support more than 80 per cent go on to own multiple units. For aspiring entrepreneurs with an interest in the industry and an eye for expansion, RNR has a breadth of territories available.

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Snap-on Tools of Canada

Snap-on Tools of Canada designs, manufactures, and provides tools, equipment, diagnostics, repair information, and systems solutions for a myriad of industries including automotive, aviation, marine, RV, and ATV. Franchisees operate mobile stores that allow them to go directly to their customers business locations and provide personalized services on the spot.

With a required investment between $204,181 and $528,807, Snap-on franchisees can join more than 4,600 others around the globe in benefitting from the brand’s business model. Not only does Snap-on provide incentives to veterans of the armed forces as part of the Military Veterans Program, but franchisees receive an extensive 10-day training program, additional hands-on training with the help of a Franchise Performance Team member, and ongoing learning opportunities through training sessions, conferences, and meetings. Franchisees even get a protected list of calls, allowing them a flexible work schedule with the chance to foster strong client relationships.

TINT WORLD Automotive Styling Centres

Since 1982, TINT WORLD has been styling the automotive industry with window tinting, protective films, accessories, detailing and ceramic coating, vehicle wraps, and more. They began franchising in 2007 and since then have grown to more than 150 locations across Canada and the U.S., with plans for many more.

An ideal TINT WORLD franchisee will embody the brand’s core values, demonstrating talent, passion, and a desire to work with the rest of the team towards collective success. Joining this system requires an investment of $239,000 to $449,000 (USD) and comes with three weeks of initial training at the corporate headquarters, real estate negotiation assistance, and ongoing support in operations, construction, marketing, and more. For those looking to steer their career into business ownership with a sense of style, TINT WORLD could provide the network to do so.

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Franchise Canada September | October 2025

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The Taste of Belonging: Why Culture Matters in Franchising

BY MALIESA CADOGAN, FRANCHISE LEADERSHIP COACH, HOT PERSPECTIVES

W

alk into just about any food court in Canada and you’ll see something beautiful: diversity on display.

From Caribbean patties to Korean barbecue and butter chicken to banh mi, our palates reflect who we are: multicultural, global, and proud. But for all the flavours represented on the menu, when we zoom out and look behind the counters—at ownership, leadership, and supply chains—the picture can look very different.

As much as we celebrate Canada’s diversity and the way it fuels franchise growth, true inclusion in franchising goes beyond what’s on the plate. It’s about who’s being served, who’s invited to the table, and who gets to make decisions.

What does DEI actually mean in franchising?

Let’s break it down: •D iversity is about who’s in the room, spanning franchisees, franchisors, suppliers, team members, and leadership. It includes a wide range of lived experiences: race, gender, ability, culture, age, identity, and more.

•E quity means recognizing the barriers some people face when accessing opportunities and working intentionally to remove them. This can show up in how franchise opportunities are awarded, how capital is accessed, or how training and mentorship are delivered.

• I nclusion asks: does everyone feel like they belong?

Do franchisees and team members feel supported, respected, and empowered to lead, or are they just expected to fit in and follow along?

When we apply these lenses to food franchising in a country as diverse as Canada, we start to see the gaps.

But we also see the massive opportunity.

Food franchising goes beyond the menu There’s often a disconnect between the communities a franchise serves and the internal culture of the brand.

I’ve seen Caribbean-inspired food concepts run by folks

who don’t know half the spices in their dishes or why the music playing in the background matters to the experience. I’ve seen “global” menus without a single global voice in the boardroom.

I’ve also worked with incredible Black, South Asian, Indigenous, and newcomer entrepreneurs eager to enter franchising, but who face subtle barriers because they don’t “fit the brand.” Whether it’s a result of the unwritten rules, limited networks, or systems not designed with these entrepreneurs in mind, the roadblocks are real.

Representation matters. When diverse lived experiences show up in ownership, leadership, and supply chains, brands become stronger. Systems get smarter.

Teams perform better. And customers feel more seen.

When franchise leaders truly understand the culture behind the cuisine and the people they’re serving, they unlock a strategic edge that drives stronger business outcomes.

Ask bigger questions In franchising, we’re trained to ask the operational questions … Is the model scalable? Are the margins strong?

How fast can we grow?

Those matter, but they don’t tell the whole story.

Here are a few more questions that every prospective franchisee should be asking: • W ho is this brand really built for? And who might be left out?

• Does the leadership reflect the communities it serves?

• Is there room for cultural nuance, or is the system one-size-fits-all?

• How does support look beyond the operations manual?

• W hen challenges arise, is the culture open to honest conversation and real collaboration?

Strong systems are sustained by people who feel respected and connected to the brand. And when values don’t align, it eventually shows through performance, retention, and growth.

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

THE TASTE OF BELONGING Expanding the table Diversity on the menu is great. But it’s not enough.

If we want to build resilient, future-focused franchise systems, we need to be just as intentional about how we lead as we are about what we serve. That includes: • Welcoming diverse perspectives into ownership and leadership • Designing systems with equity and accessibility in mind • Supporting franchisees in ways that honour their lived experiences • Creating space for honest conversations, not just compliance Franchise brands show up in immigrant-rich neighbourhoods, near university campuses, on busy corners, and in small towns. These communities are layered, vibrant, and connected. They deserve to be reflected in the businesses that serve them.

It starts with intentional design. It’s sustained by inclusive leadership. And it grows through courageous conversations.

The most successful franchisees I know didn’t just choose a brand based on the product; they aligned with a culture and a vision they could see themselves growing with.

Good brands feed people. Great ones feed connection, culture, and community with every bite.

When franchise leaders truly understand the culture behind the cuisine and the people they’re serving, they unlock a strategic edge that drives stronger business outcomes.

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Seven Steps to Convert Your Successful Business into a Franchise Part One: Steps One to Three

BY MARIETTA SNETSINGER, CFE, FRANCHISE GROWTH EXPERT, ASCEND FRANCHISE SOLUTIONS

F

ranchising can be one of the most effective ways to grow a successful business—but it’s not a one-size-fits-all solution. Before jumping in, it’s important to understand what franchising actually involves and whether it’s the right fit for you, your business, and your goals. Are you ready to lead other entrepreneurs? Is your brand distinct and proven in the market? Do you have systems that others can follow and replicate successfully? These are just a few of the questions to consider.

In this guide, we’ll walk you through the seven essential steps to determine your franchise readiness and—if the model fits—how to take your business from solid foundation to scalable franchise system. Whether you’re just starting to explore the idea or already know franchising is in your future, this will give you the roadmap to do it right.

Step 1: Build a solid foundatio Before you can franchise, your business needs to be solid, profitable, and ready for replication. Start by evaluating whether your concept is truly suitable for franchising: Is your offer in demand? Are your operations consistent and teachable? Does your brand stand out in the market?

This is also the time to register your trademarks. Protecting your brand— your name, logo, and any proprietary language—is critical before handing it over to others to use.

Equally important is defining the roles and responsibilities of both the franchisor and the franchisee. What will franchisees be expected to do on their own? What will you provide as the franchisor? Clear expectations now will prevent confusion (and conflict) later.

Step 2: Dollars and sense Franchising only works if the numbers work for everyone involved. That means the business needs to be exceptionally profitable at the unit level before you try to replicate it. Start by confirming that your unit economics make sense not just for you, but for your future franchisees and the end consumer.

Can a franchisee earn a healthy return after paying royalties, marketing fees, and operating costs? Can you, as the franchisor, generate sustainable revenue while delivering real value and support? Pricing, margins, and scalability all need to be factored in.

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

Your values, leadership style, tone of voice, and customer interactions all play a role in shaping your brand experience. The best franchise systems don’t just teach processes—they pass on identity.

SEVEN STEPS TO CONVERT YOUR SUCCESSFUL BUSINESS INTO A FRANCHISE

You’ll also need to carefully design your franchise fee structure—this includes the initial franchise fee, royalties, and any ongoing fees (like marketing or technology).

These decisions should be strategic and sustainable, because once your franchise agreement is signed, there are no redoes. Changing fees later can be complicated and even legally restricted, so it’s worth getting expert input and thinking long-term.

Finally, consider how you’ll fund the franchise system until you’re royalty positive. It often takes time to build up enough locations that royalty revenue covers the overhead. Will you self-fund, reinvest, or bring in outside capital? A clear financial runway helps ensure you can support your early franchisees and grow from a place of strength.

Step 3: Create your Franchise Operating System (FOS) If someone else is going to run your business in another market, they need more than a great concept; they need a complete and consistent system. Your Franchise Operating System (FOS) is the blueprint that allows you to replicate your business with clarity, quality, and confidence.

Think of your FOS as the operational heartbeat of your brand. It captures not just what you do, but how you do it— your standards, your rhythms, your decision-making style, and your customer experience. It’s the playbook behind the phrase: “This is how we do things around here.”

This includes your culture. Your values, leadership style, tone of voice, and customer interactions all play a role in shaping your brand experience. The best franchise systems don’t just teach processes—they pass on identity. Your FOS should help ensure every new location reflects the heart of your brand, not just its functionality.

To prepare for successful duplication, you’ll need to set up: • Detailed process documentation Create clear, step-by-step instructions for every core function of the business—from how a customer inquiry is handled to how services or products are delivered, team members are onboarded, and the day is opened and closed. This should include checklists, workflows, and visuals wherever possible, so franchisees don’t have to guess.

• Territory guidelines Define what makes a territory viable based on data: population size, income levels, demographics, or business density—anything relevant to your model.

You’ll also want to clarify how territories will be protected or shared, and what the boundaries are for franchisee responsibilities.

• Localized marketing strategy Provide marketing templates, brand-approved assets, and clear messaging guidelines. Franchisees should be able to take your national strategy and apply it to

their local market with confidence. Include suggested tactics (community events, social media, referral programs, etc.) that are proven to work in your business.

• Technology stack Decide which software and systems franchisees will need to run the business efficiently. This could include customer relationship management (CRM), point-of-sale (POS), scheduling, email marketing, inventory tracking, and financial reporting tools.

Standardizing these platforms ensures consistency and makes it easier for you to monitor system-wide performance.

• Sales toolkit Document the full sales process from lead generation to the closing of a sale. What’s the typical customer journey? What offers convert best? How are sales tracked and followed up on? Include scripts, follow-up schedules, email templates, and conversion benchmarks so franchisees can hit the ground running.

• Compliance tools Outline how you’ll monitor performance and ensure franchisees are operating in alignment with brand standards. This could include regular field visits, mystery shopping, self-assessment tools, or digital dashboards that track key indicators. Make it clear how often performance will be reviewed and what happens if standards aren’t being met.

• KPI framework Identify the key metrics that define success in your business (e.g., revenue, gross margin, customer retention, average sale, online reviews). Show franchisees how to track and report them, and what the benchmark goals are. This helps everyone stay focused on what matters most and enables proactive support when things go off track.

• Brand and culture guide Your brand isn’t just your logo or color palette—it’s how people feel when they interact with your business.

Define what your brand stands for, how your team interacts with customers, what tone you use in communications, and what kind of internal culture you want franchisees to carry forward. This ensures consistency even as your business grows in new locations.

A strong FOS sets the stage for franchisees to confidently implement your business strategy in their local markets without reinventing the wheel. It also frees you, the franchisor, from needing to micromanage every new location, because the systems do the heavy lifting.

“Seven Steps to Convert Your Successful Business into a Franchise” will continue with steps four to seven in Franchise Canada’s November/December 2025 issue!

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JOIN THE

#CFAJoinTheFAM

FAM Franchisee Appreciation Month

Franchising is Canada’s 12th largest industry, projected to contribute $133 billion to the country’s GDP by 2026 and employ nearly 2 million Canadians. But the stories behind these numbers are what makes Canada’s franchise community shine. Throughout the month of September, Franchise Canada is spotlighting the hardworking local small business owners who have found success, creativity, and community as franchisees!

Follow along on FranchiseCanada.Online and #CFAJoinTheFAM on social media!

Justin Prittie and Greg Quaile, Koala Insulation Justin Prittie and Greg Quaile were not new to business ownership when they met. In fact, they met because of a franchised business. Justin had opened his TWO MEN AND A TRUCK franchise in the Kitchener-CambridgeWaterloo region in May 2012. Greg and his wife owned Subtly You, an independent business in Kitchener-Waterloo that focused on anti-aging skin care and cosmetics.

The two first hit it off when Justin’s TWO MEN AND A TRUCK franchise helped Greg move, and quickly became close friends. Naturally, they spoke about business, and figuring that “two heads are better than one,” they decided to go in together on a Koala Insulation franchise in their area.

Despite Koala’s recent introduction to Canada, they found during their research and discovery process that the head office team was well-equipped to support them with an operation that was practically turnkey. Plus, the brand had amassed more than 400 locations across North America in only four years of operation, and they saw this as a solid success story to get into business with.

Down in Melbourne, Florida, at the corporate headquarters for Koala Insulation USA, the two completed

Justin Prittie (left) and Greg Quaile (right) standing in front of a Koala Insulation truck

their initial training. Supplier partners even stepped up and offered some of the training and certification that Justin and Greg would need, including a spray foam insulation certification that is mandatory in Canada.

This process truly reflected that common saying about franchising: being “in business for yourself but not by yourself.” With all this support behind them, by October 2024, the pair was ready to go.

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

FRANCHISEE APPRECIATION MONTH Justin feels like Koala is a good fit, and shares that he loves franchising and all the benefits that come with it.

For instance, the company’s large presence in the U.S. gives them a base with which to leverage their marketing in Canada, taking what the company is doing down south and sharing it with the northern market. In Justin and Greg’s eyes, Canada had a couple large players but was a rather fragmented market, and before Koala, no one was really franchising in the insulation industry.

To them, the market was ripe for a professional insulation company who fulfilled their services with sophistication and consistency. They began focusing on customer service, delivering on what they advertise and doing it well.

Greg enjoys being part of a franchise system—the consistent focus on execution and ensuring that franchisees are meeting their customers’ expectations each and every day. That’s what they call the “moment of truth.”

As for Justin, he expects that as the brand continues to grow and gain market share, that they’ll be known as a reputable, professional, and courteous service. He sees a future where the brand supports a whole Koala colony of Canadian franchisees, as they establish Koala Insulation in Canada.

Want more franchisee success stories?

Visit FranchiseCanada.Online for more videos, articles, and Q&As with superstar franchisees all month long!

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

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Comprehensive start-up support and ongoing training

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Scalable models for growth

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Impactful, purpose-driven business helping students unlock their potential

Change students’ lives—and your own—as an Oxford Learning Franchisee.

Get started today.

franchise.oxfordlearning.com 1.888.559.2212

Proudly Canadian since 1984

Franchise Canada September | October 2025

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HOMEGROWN & LOCALLY OWNED

100% CANADIAN FRANCHISE SYSTEMS

Variety is the spice of life, we’re told. Certainly, that’s true in Canada’s fast casual dining segment, as these Candian-founded franchise systems make their presence felt with their fresh takes on food.

BY DAVID CHILTON SAGGERS

Beach Hill Smokehouse

Darien List was enrolled in a master’s program at the University of Buffalo and heading for law school when a particular cut of beef—brisket—changed his career path forever. Now, the Buffalo, New York native is the owner of Beach Hill Smokehouse, offering Central Texas-style BBQ to meat lovers across three Toronto locations.

Central Texas BBQ is his passion, says List in an interview from his Toronto office. At first the targets for this passion were residents of his hometown; now, it’s those living north of the border, where he moved with his Canadian wife more than 20 years ago.

To reach more Canadians with his dry rub cuts of meat, smoked over oak and pecan wood using indirect heat, List began franchising in 2024. He’s looking to expand in Toronto and its suburbs with owners or owneroperators, explaining that his potential franchisees “are a mix of everyone.”

As for his customer base, he says, “We get people coming in [to his stores] from all over. Our customers are from all demographics. First-timers become life-timers.”

List would like to open 10 to 15 franchises in the next three years and is looking for storefront locations of 1,700 to 1,800 square feet. The food itself, such as that life-changing brisket, is prepared in a central kitchen and

distributed from there. A meal averages $20 to $25 a person, says List, because he’s serving high-end proteins.

The cost of a franchise runs between $250,000 and $300,000, and what List calls “sub-stations” or smaller premises, have a lower price. He says franchisees don’t need a culinary background, but they must be energetic, love food, and share the same passion he has for Central Texas BBQ, one of four types of Texas BBQ. Training is given at the Beach Hill Smokehouse flagship store and lasts a month.

The benefits of a franchise are many, according to List. For one thing, he continues, noting how dining has changed since the pandemic, Beach Hill Smokehouse is very takeout-friendly. For another, BBQ goes with celebration, and everyone has something to celebrate sometime. Then there’s the sports concept he’s developing at the moment with its big screen TVs, beer, and BBQ. “And we’re all here as a family,” says List. “I think that’s the biggest benefit.”

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

Learn more at LookforaFranchise.ca

Burgers n’ Fries Forever

Is there any more classic pairing than a juicy burger and a pile of crispy French fries? For hungry Canadians craving this perennial fave, Burgers n’ Fries Forever (BFF) elevates this classic offering with a commitment to quality and simplicity.

Jon Martin, vice-president of franchise development for QuickBite Collective, says what makes BFF different is how light yet satisfying their meals are, compared to other burgers and fries. “I don’t feel [too full] with BFF,” says Martin from his Ottawa office. “The food is fresh and made to order, and simplicity is the key to its success.”

The meat used in BFF’s meals is also halal, broadening its appeal by making it accessible to Muslim customers as well.

QuickBite Collective has two other brands in its portfolio: Teriyaki Experience and Maverick’s Donut Company. Altogether, QuickBite wants to open more than 60 franchises within the next year, says Martin. BFF began franchising in the last two years and is looking at urban and suburban locations in Ontario, he continues, with stores recently opening in Barrie and Toronto.

“Ontario is certainly our focus right now,” says Martin, who also mentions that early next year BFF will have a drive-up—not to be confused with a drive-thru— location in Kitchener.

The cost of a franchise runs between $325,000 and $600,000 depending on size, location, and whether the premises are a new build or a retrofit. The sweet spot for

a BBF store is 1,500 to 2,500 square feet, says Martin, and the brand’s target customers spend about $30 to $35 for a meal for two.

As for his potential investors, Martin says he wants “go-getters” who, at the same time, can follow the rules and understand what it means to be a franchisee. Many new Canadians are expressing an interest in his system, Martin explains. He also adds that a business background can be helpful to new franchisees.

Training takes place at the John Street store in Toronto or at a location close to where the investor lives. Furthermore, says Martin, BFF stores have a soft opening leading up to a grand opening two to three weeks later, resulting in crowds of customers.

The benefits of a BFF franchise are twofold, Martin says. There’s the system’s focus on success: head office support that covers marketing, advertising, and supply chain accounts, as well as field representatives who come around to help franchisees. The franchisor also works on delivery deals and national partnerships to promote the brand. “That,” Martin emphasizes, “lets the franchisees focus on their own four walls.”

Learn more at LookforaFranchise.ca

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Chaska Indian Street Food

Naveen Seth wanted to bring Indian street food to mainstream Canada. So, he drew on his extensive background in franchising, the food industry, and IT to launch Chaska Indian Street Food. “We serve street food in a modern way,” says Chaska’s CEO, Seth, from his office in Mississauga, Ontario.

Regionally, the food is Northern Indian and prepared in a central kitchen.

Chaska is known for its kathi rolls, naan rolls, and rice bowls, such as the butter chicken rice bowl, sweet and spicy fish rice bowl, and channa masala rice bowl. There are also street favorites such as samosa chaat served with channa masala, Chaska’s original samosa slider, pav bhaji, and a few more classics from India.

Chaska’s first location opened in 2016 in Mississauga.

Now, Seth says he has five franchises spread over the Greater Toronto Area, Waterloo, and Peterborough, Ontario. In the next three years Seth wants to open another 10 locations in cities such as Kingston and London, Ontario. “We want to grow strategically,” he says, “And be cautious in our growth strategy.”

As for his prospective franchisees, Seth goes on to say that he looks for those who have a business background and a passion for the food business. “We also want franchisees who understand customer service and who have

the financial strength to get established.” So far, Seth says he’s finding that most of the interest in his system comes from Indian newcomers to Canada, although he is seeking a diversity of franchisees.

Training takes seven weeks total with four weeks of in-class instruction and another three weeks of hands-on experience. The turnkey cost of a franchise is between $325,000 and $500,000. As for location, Seth says he’s looking at non-street front locations to differentiate Chaska in the Indian food segment. The sweet spot for a food court location would be 500 to 700 square feet.

His target customers are those lined up in the fast casual lane who can pay $14 to $16 for a meal.

As for the benefits of a Chaska franchise, Seth says there’s work-life balance and opportunities for growth because investors would be getting in on the ground floor. Back-office support has also been simplified with everything Cloud-based, says the CEO and former IT executive. “We are a data-driven company. For franchisees it is very easy for them.”

Learn more at LookforaFranchise.ca

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

MULTI-GEN MAGIC

Birding as a business

Wild Birds Unlimited franchisee Kristen Martyn has found a place to nurture her love of nature.

W

BY SUZANNE BOWNESS

hat is a Canadian, backyard bird-watcher’s favourite bird? If you guessed cardinal, you’d be right. For franchisee Kristen Martyn, owner of Wild Birds Unlimited stores in Barrie and Newmarket, Ontario, it’s not a guess, but knowledge gathered serving thousands of fellow bird enthusiasts. She can also tell you that cardinals like sunflower seeds, seek tree cover for protection from the elements, and have a particular fondness for cedars. They’re shy and tend to appear in the early morning and late evening when it’s darker and their brilliant red feathers aren’t as visible to predators.

Clearly, Martyn’s work is a passion as well as a business.

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MULTI-GEN MAGIC

Martyn opened her first store in Barrie in 2012, alongside her father. She also acquired the existing Newmarket location in 2020 and now operates both stores with the help of a manager and assistant manager alongside the rest of the staff.

While she started out on the floor serving customers, Martyn now manages primarily from the back office. “I look at myself as the person who brings new customers to the store, and the team in stores as the people who are keeping them there, offering a really good experience for them once they hit that door,” she says.

Back in 2012, she and her father had both been looking at the franchise independently but decided to buy-in together. For him, it was a post-retirement challenge and for her, a way to engage her passion for wildlife. Her baby boomer father brought the sales experience that he’d grown throughout his career while Martyn brought with her a millennial’s perspective regarding social media, taking up social media platforms even before they were standard across the franchise system.

Connecting with customers As a retail franchisee, Martyn is focused on customers.

Since the top draws to their store are from drive-by traffic and recommendations, she has a strong billboard and signage presence, as well as a focus on customer service both in-store and online.

In store, customer appeal is created with a relaxing atmosphere, including neutral colours and modern design using wood and metal materials. But the standout features are the ones that tickle the other senses— Martyn says the smell of the bird seed and nature sounds playing in the background are what customers

most appreciate. “People walk in, and we often we hear them say, ‘This is my happy place.’ It’s a real compliment,” she says.

Another feature they concentrate on is their collection of quality products, from the freshest food to the highest variety of offerings to help customers attract their favourite birds. “We are the experts, and we have lots of products to support us,” Martyn explains. “We have great feeders and bird baths, but the food is really what keeps people coming back.”

Today, Martyn says the online store makes up a solid percentage of customer traffic, so she tries to make sure that customers have a similarly positive experience by using tools like Google and Facebook Ads to pull them in, and regular interaction to make them stay. She has a dedicated marketing manager, and uses Instagram, Facebook, and even a YouTube Channel that includes a live bird cam trained on five feeders.

“Developing a loyal following has been impactful, as [it’s] those people who are engaging with your pages.

Daily or weekly, they come to see what you’re up to and we try to replicate our in-store experience online,” says Martyn. This is especially significant in a day and age where customers don’t have to actually step foot in the store in order to shop there. “We want to make sure that the online experience is just as strong as the in-store one,” she adds.

The wind beneath franchisees’ wings From day one, Martyn has been pleased with the franchise system’s support. Starting with online training at Wild Birds Unlimited University, franchisees then gain experience working in an existing store for two or three

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

MULTI-GEN MAGIC

“OPENING A BUSINESS IS A SCARY THING FOR SO MANY DIFFERENT REASONS, AND WHEN YOU FIND A FRANCHISE THAT HAS A PROVEN TRACK RECORD, IT PUTS YOU AT EASE AND MAKES YOU MORE CONFIDENT.”

weeks before opening their own location. Additionally, Martyn considers the franchise’s proactive approach to introducing improvements as outstanding, from a new point-of-sale system to updated handbooks and training videos to new platforms for internal communications.

Martyn says she also appreciates the franchise community, which she says makes franchising stand above an independent business. “You could open up a wild bird feed store from scratch, but you have so much value in the franchise system, in terms of being able to offer you not only the materials and direction, but we have 350 plus franchisees to pull from, networks of people that we can ask, ‘Hey, is this working in your store? What are some good sales you have been running?’” says Martyn, adding that she really benefits from the connection with her fellow Ontario franchisees, particularly given that the franchisor is based in the United States.

Despite her praise for the franchise itself, Martyn admits that a current challenge is the American tariff threat. “For various reasons, we import from the U.S., which previously was looked at as more positive, but right now it’s a sticky situation … People look at a franchise as a corporation. So we really try to [educate customers that we are] a locally-owned small business, employing people in the community, serving our community,” she says, noting that she has always been involved in many community events and has focused on creating local relationships.

Despite the political situation, Martyn says the franchise has been very supportive to its Canadian locations.

“I’ve been so impressed with their response, and particularly as an American franchise working with Canadian franchisees, they really tried to understand our perspective and put themselves in our place. To feel heard and valued is really important, so I feel very supported.”

Millennial motivations As a millennial starting a business with her baby boomer father (who exited the business after four years), Martyn says that taking advantage of the natural skills divide was key. “We had different areas of expertise—he was old-school sales, and taught me the sales techniques from his entire career. And I was like, ‘I know a lot about birds, and making community connections and also, like, Dad, this is online marketing,’” she says.

“For my generation, what we can bring to the table for franchising is that we’re probably the first generation to grow up with computers in the home and in school, and so we’re a bit more tech savvy,” Martyn points out. Yet she says she has the impression that millennials don’t always consider franchising first, which puzzles her.

“There’s so many great businesses out there that are already running wonderfully. Opening a business is a scary thing for so many different reasons, and when you find a franchise that has a proven track record, it puts you at ease and makes you more confident.”

Besides advising other millennials to consider franchising in general, Martyn encourages her peers to find a business that aligns with their values, something she says her generation finds essential. “As a millennial, we have a lot of really strong core values. I think that if you can find a franchise that aligns with that, then you know it’s a wonderful opportunity. That’s something that I feel like I’ve been able to do, to take that passion and find that purpose and impact in a positive way,” she says.

Learn more at LookforaFranchise.ca

Franchise Canada September | October 2025

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LEADERSHIP PROFILE

Serving Communities Canada-Wide

The Lunch Lady founder Ruthie Burd shares the journey of her storied career and how she’s bringing nutritious food to kids across the country

BY ALYA SOMAR

A

s founder of The Lunch Lady, Ruthie Burd’s daily life now revolves around food and nutrition for Canadians across the country. However, her early years couldn’t have been more different.

Burd’s upbringing took place in Oshawa, Ontario. When she was 13 years old, Burd’s mother passed away, and from then on, she was raised solely by her father. Neither she nor her father were enthusiastic about cooking. Considering how many cans of Dinty Moore Beef Stew they shared together during mealtimes, she never would have imagined herself running a successful business in the food service industry. Regardless, they managed, and Burd credits her father’s lessons on life, ethics, and social responsibility for much of how she runs her business today.

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LEADERSHIP PROFILE

The business, before the business Before launching The Lunch Lady in 1993, Burd ran a window blinds company in Montego Bay, Jamaica, in the 1980s. After learning how to build blinds in Vaughn, Ontario, she moved to Jamaica with her then spouse and their child, starting a light-manufacturing company from the ground up. There, she grew a successful business, and she remembers that time fondly.

A big part of her experience in Jamaica was learning how to cultivate a welcoming workplace environment.

Simple additions like morning coffee and tea and time for her employees to socialize before work helped foster an environment where staff were happy, felt appreciated, and were productive. Later, after returning to Canada, she would recreate this format.

“I loved the workplace culture we created together. I realized that work is more than a job,” Burd shares. “It was managing that relationship between employer and employee, [that] I really enjoyed.”

Flexible work, for everyone Upon returning to North York in Toronto, Burd remarried and had two more children, one of whom was diagnosed with autism as a toddler. At the time, the therapies their son needed were usually scheduled during working hours, so Burd became a stay-at-home parent. Eventually, she and her husband decided that it would be best financially and personally for her to re-enter the workforce—though in a way more flexible than traditional.

Burd adds that she needed to be more than her son’s caregiver if she wanted to be there for her family, in a healthy way. “I had a husband, an older son, a child with special needs, and a baby—they were all going to need a piece of me, and I certainly needed a piece of me too!”

She was determined to run her own business again, but on her own terms. In brainstorming to find a new business idea, Burd came across an article about a gentleman in New York City who made sandwiches in the morning and delivered them to office workers during lunch. Could she apply this to school lunches? With no background in nutrition and not much of an interest in the culinary arts, she wasn’t sure if following that business model was the right call for her, but she did it anyways; in 1993, Burd officially launched The Lunch Lady in North York, Toronto.

“It’s really an accidental business story,” she laughs. “I didn’t start it [because of a] love of cooking, serving children, nutrition, or even an interest in school food. But I thought it was an idea that just might work. Parents could get a break from the chore of packing school lunches and I could have my afternoons free for my son’s therapies.”

Over thirty years of evolution It took two long, frustrating years for The Lunch Lady to be accepted by the first school. Her service was seen as both a potential threat to pizza lunch fundraising efforts and as generally unnecessary, since parents had been long making their own children’s lunches. But, once accepted, the service took off, introducing a whole new concept to Canadian elementary schools—individually labelled and packaged hot meals delivered to kids at school.

During the early years, Burd quickly learned that it would be impossible to please every potential customer while trying to create a sustainable business model. For some parents, the meals were not considered healthy enough, while others were unhappy with the company’s decision to provide whole wheat buns. She chose to focus her attention on the parents who were looking

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LEADERSHIP PROFILE Ruthie Burd (centre, front row) founded The Lunch Lady in 1993.

for convenience, wholesome menus and food their kids would enjoy. Instead of trying to cast too wide a net, she focused on creating a service that parents could trust, added options for kids with allergies, sensitivities, and cultural food needs, and created a delivery model that did not make extra work for schools. This decision has made all the difference.

By 1999, The Lunch Lady, now a more established brand, was ready to expand. Burd saw franchising as a way to share a good business idea with other women— as her Dad used to tell her, “Money works best when everybody has some.” Always keen to collaborate, she welcomed a diverse group of franchisees, and business partners as needed, to help her achieve her vision and started franchising across Ontario—and later, three more Canadian provinces.

Since its founding, The Lunch Lady has earned awards for diversity, entrepreneurship, and business excellence, survived the COVID-19 pandemic, and is not slowing down any time soon. Beyond schools, they now serve childcares, homeless shelters, seniors, and work with school boards to deliver universal meal and snack programs.

Burd has also been invited to share her experience and participate in various national school food initiatives and contribute to school food guidelines like PPM150 in Ontario.

Dishing up the dream As an online school food provider, Burd was aware that her program was not affordable for everyone, and she started looking for solutions. In 2018, she founded The Lunch Lady Foundation, a registered Canadian charity, to trial different types of universal school meal programs and encourage more collaboration between private

caterers and not-for-profit organizations to deliver them.

She says she’s encouraged by the advent of a National School Food program in Canada but realizes there is a lot more to be done.

After decades of being at the helm of the Lunch Lady, she believes it is better to lead with an open mind and give others the opportunity to shine, problem-solve, and succeed. Taking a page from her father’s book of lessons, Burd believes it is always good to hear as many perspectives as possible before coming up with a solution, but insists that there must be an actionable outcome or it is all just talk. While resolution is sometimes messy, she reflects, “Life is just like a pearl—without that irritating grain of sand, there can be no pearl. Discomfort spurs you to find better solutions.”

Serving a diverse clientele in multiple communities and provinces has been challenging, but it is important to welcome feedback and strive daily to make things better, she says, always believing that improvement is possible.

As The Lunch Lady continues to grow, this belief drives Burd and the team forward to realize the company’s mission.

“All kids should have access to good food, regardless of means,” says Burd. “These are not just words. We truly care about every community and customer we are privileged to serve. The Lunch Lady is more than a business— it’s a promise and a commitment.”

Learn more at LookforaFranchise.ca

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

A DAY IN THE LIFE

The Calculus of Community

How Spirit of Math franchisee Salima Mussaji saw a gap in the market in the greater Toronto area—and solved for X

BY ALYSSA THULMANN

Twenty years ago, Salima Mussaji and her husband, Wahid, introduced the first Spirit of Math campus to Mississauga. Eventually, they would open a second location in Oakville.

Spirit of Math offers supplemental education to high-performing students to enhance their learning, critical thinking, and math skills—empowering students, or as the brand puts it, “Releasing the geniuses.”

The Mussajis have taken on this motto wholeheartedly. With their combined experience in business, math, and education, the Mussajis have built their family a legacy and given their community a source of supplemental education that wasn’t there before.

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A DAY IN THE LIFE

Salima Mussaji (left) and her husband, Wahid (right)

The building blocks Throughout Mussaji’s life—whether she was a student, a teacher, or a business owner—school was a near-constant companion. After finishing high school, she studied mathematics and business at the University of Waterloo: “Yes, I’m one of those people that really likes math,” Mussaji shares with a laugh.

After graduating university, she went into the corporate world but quickly found that the 80-hour work weeks weren’t what she wanted from a career. Looking for a better work-life balance both for herself and her young family, she began teaching at Sheridan College. “I really enjoyed seeing the impact that it had on the students; learning and challenging myself in something that I had never done before,” says Mussaji.

Although she loved teaching, both she and her husband had always had the desire to run their own business.

“We both come from families that are also entrepreneurial, so we wanted to kind of follow that same path, but we weren’t sure what it was,” she explains. Her husband had 18 years of business ownership experience, and she had her background in math, business, and teaching. “We weren’t aware of how to start, but we knew we wanted to do something.”

Unsure of whether they would enter the business world through franchising or independently, they started digging a bit deeper and found that franchising would supply them with added structure and support. They also considered their lifestyle, and how the franchising model would give them more time to spend with their family, which may not be the case when building an entire business from scratch.

As for the couple’s decision to partner with Spirit of Math specifically, that came from some personal introductions with the brand. “We did do our due diligence look-

“By modeling openness, curiosity, and adaptability, we aim to inspire the same qualities in our team, so together we can keep raising the bar for our students.”

ing at other brands,” Mussaji says, particularly brands in the supplemental education industry. They had noticed growth in that market. And they met Spirit of Math through Mussaji’s sister, who sent her son to the program and recommended it to Mussaji for her kids as well.

Mussaji’s only intention was to sign her kids up for Spirit of Math, at first, and she called the company’s CEO and co-founder, Kimberley Langen, to see if there was a campus in Mississauga. Langen said there were none, but they may be looking to open more campuses in the future and asked Mussaji to send along her resume.

Two years later Mussaji got a call asking if she’d like to open a Spirit of Math campus in Mississauga. “It just couldn’t [have] come at a more perfect time,” Mussaji says.

The more that her and her husband looked into Spirit of Math, the more they were interested in the brand.

“The way that it was looking at high-performing kids was very different from other after-school programs that were out there. And the challenge that it gave to those students, more than just what they’re getting in their day school, was another thing that was a positive reinforcement for both my husband and I to follow through with this program.”

Releasing the franchisees In the beginning, both Mussaji and her husband continued to work their other jobs while getting the Spirit of Math franchise running. This also offered them some added comfort while taking a risk such as opening a new business.

Opening a Spirit of Math franchise came with intensive training regarding the curriculum—it is important to the franchisor that all campus owners completely understand the material. “There was a lot of support given from the franchisor to ensure that we were equipped to help

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A DAY IN THE LIFE

teachers and help students and help parents with the curriculum,” says Mussaji, “because the curriculum’s hard.” It is, after all, designed for high-performing students.

“You’re dealing with high-performing students—we’re also dealing with high-performing parents,” Mussaji adds.

Part of the job includes communicating with parents and working with them to ensure their child’s success.

Fortunately, the franchisor and the network of other franchisees are there to help one another with any difficult or complex situations. A franchise support representative is available to campus owners by phone or by email to answer any questions or help with any situation—whether it’s acting as someone to bounce ideas off of or providing advice to ensure proper communication in line with the brand’s values.

Communication is a huge part of Mussaji’s role as a business owner. Days typically start with follow-up messages to parents and staff, ensuring all questions and concerns are quickly addressed. “We connect with our principals to align on priorities and make sure nothing important slips through the cracks,” she adds.

According to Mussaji, the most valuable part of her and her husband’s day is the time they spend at the campuses interacting with parents and students, and working directly with the teachers. “This hands-on presence not only strengthens relationships but also keeps us in touch with the real, day-to-day experiences of our school community,” Mussaji explains.

In their leadership approach, the Mussajis focus on connection and shared purpose. “We believe that strong relationships create the foundation for great teaching and learning,” says Mussaji. “We focus on creating an environment where staff feel respected, supported, and heard, while also being encouraged to step outside their comfort zones.”

For these franchisees, leadership is a partnership.

They worked alongside their staff to provide feedback and resources, while celebrating their successes. “By modeling openness, curiosity, and adaptability, we aim to inspire the same qualities in our team, so together we can keep raising the bar for our students.”

The sum total of a business For Mussaji, all the hard work that her and husband have put into growing their business is worth it for more than just the legacy they’ve created, but the impact they’ve had on their community as well.

When asked what makes it all worth it, Mussaji answered, “I would say hands down the people.” The people include the teachers, the principals, the campus admin, the parents, the students, the franchisees, and the franchisors.

“You have some students that have been with us since grade one and now they’re graduating in grade 11, and the amount of time and commitment and hard work that they’ve put in—this is not an easy program and for them to go through it year after year is [admirable],” she explains. “And, funny enough, we have students that have graduated, gone to university, and are actually coming back and teaching at Spirit of Math.”

For her and for her community, this business is more than just its physical campus, it’s the memories, the success, and the lasting impact that it’s had on all who’ve been involved.

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ICONIC BRAND

Keeping it Fresh

Edo Japan, a Canadian QSR founded by a Buddhist reverend, has turned fresh, simple food into nearly five decades of success

T

BY KYM WOLFE

he health of a franchise system can often be seen in the commitment of its franchisees. Steven Ng opened his first Edo Japan franchise in Calgary in 2005. Twenty years later, he is a multi-unit owner with seven locations spread north to south across the city. And, if the opportunity arises, Ng says he would love to own a few more.

Ng is not the only one who loves Edo Japan. The proudly Canadian quick service restaurant (QSR) brand has been serving fresh and delicious Japanese-inspired meals in Calgary since 1979. After its founder, Buddhist Reverend Susumu Ikuta, came to Calgary from Japan, he cooked and served teppan-style meals to nourish and provide for his local faith community. Two years later, he opened another Edo Japan restaurant in Edmonton. By 1986 Edo Japan’s popularity led to Reverend Ikuta’s decision to offer franchises.

Reverence for the brand Although Reverend Ikuta left the company in 1999 (when he was appointed Bishop of the Buddhist Churches of Canada), Edo Japan has maintained his original concept: high quality, flavourful, teppan-style food made fresh to order, that is both nourishing and affordable. The brand even continues to serve Reverend Ikuta’s signature teriyaki sauce.

“We’re in a bit of a sweet spot,” says current CEO, Dave Minnett, noting that Canadians have an appetite for global tastes, and Asian cuisine is growing in popularity for both lunch and dinner.

At the same time, there’s a demand for healthy QSR options that use fresh and local ingredients, and convenience and price heavily impact purchase decisions. Additionally, customers like to have the choice of eating inrestaurant or opting for pick-up and delivery, depending

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ICONIC BRAND

on their situation. “We fit perfectly—we’re convenient, fast and affordable, and our food travels well,” says Minnett.

The franchise system has grown to 205 units, mainly in Western Canada, and starting to spread east. There are currently close to 30 Edo Japan locations in Ontario, and the first maritime location opened in Fredericton this past spring. “We have the runway in Canada to have 700 locations,” says Minnett. “We’re already the largest QSR Asian food franchise in Canada, and we’re just getting started in Ontario.”

While Edo Japan is in the QSR business, Minnett says that the corporate team’s main objective is supporting its franchisees. “Our number one concern is their success. We have a massive responsibility to make it easier and more profitable every year to operate an Edo Japan franchise.”

More than 70 per cent of stores are owned by multiunit operators, and Minnett is extremely proud of the fact that Edo Japan has earned the CFA Awards Franchisees’ Choice Designation for 15 consecutive years, a recognition that comes directly from the franchise owners.

“It speaks well to how they feel about our collaborative partnership, and that it has their best interests at heart.”

As a franchisor, Edo Japan provides the tools, systems, and support that a franchisee needs.

Each new franchise is a turn-key operation, and after the initial five weeks of intensive immersion at a training restaurant, the new franchisee has corporate training staff available to work beside them during their opening weeks. Afterwards, regional operations managers work with the owners to help them identify opportunities for business growth, and to find solutions to any challenges they encounter.

While the franchise wants to grow, says Minnett, the priority will always be to protect and strengthen existing stores. “Our franchisees expect us to step in to help and support as needed,” he says.

Ng confirms this mindset: “Edo doesn’t just pop up a new location anywhere. They always look at what the impact will be on sales in existing locations and if it’s in close proximity to me, they’ll talk to me first.”

Following the recipes When Ng purchased his first franchise location, he knew what to expect because he had grown up in a QSR environment, working in his parents’ Subway franchise and learning the necessary hospitality skills. “Having QSR experience is great, but it’s not required,” says Ng. “The benefit of joining an Edo Japan franchise is that they give you the tools and recipes, and they have a great training program and proven procedures.”

“You do have to have a good work ethic and strong communication skills,” Ng adds, “and be ready to embrace established systems. Following guidelines and recipes is what ensures consistency for customers and protects the strength of the brand.”

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ICONIC BRAND

“Some of our best ideas come from our franchisees, who are closest to our customers.”

David Minnett, President and CEO

Ng learned the hard way how important the smallest details can be. “Early on, I overlooked the importance of inventory. Since all ingredients come in raw, precise portioning is essential. It’s one of the most valuable tips I pass on to new franchisees.”

You also need to be ready to put in long hours, particularly during the start-up phase, Ng says. He recalls spending most of his time in the business, seven days a week.

“For the first two years, I was there 14 to 16 hours a day, from opening to close. It took time to build the business and my team, but the foundation it created was worth it.”

He is happy to report that for the most part, he now works Monday to Friday and, with trusted staff in place, he’s not working those long hours. But he still works in all his stores regularly, visiting three to four a day, meeting with team leaders, ensuring they have the coaching and practical support that they need, and connecting with all the team members. “We have close to 100 employees; I know them all and have worked a little with all of them.

Being hands-on is key,” he says. “You need to be there, full time, every day, and be prepared to be on any of the stations if required, wherever you need to be. You need to go out into the community; do some door knocking; don’t just wait for business to come to you.”

Spicing things up Of course, every restaurant owner wants to stay on-trend, and Edo Japan has a history of adapting to changing market demands while staying true to Reverend Ikuta’s original vision. The company embraces the Japanese business philosophy of kaizen, continuous improvement through small, incremental changes to processes and systems that result in significant improvements over the long term.

Edo Japan franchise partners, who are on the front lines in their communities every day, actively participate in these processes. “Some of our best ideas come from our franchisees, who are closest to our customers,” says Minnett. Sometimes this leads to trials of new menu items, some of which have become permanent additions (sushi and bubble tea, for example). Sometimes it opens the door to system-wide policy or operational changes, such as introducing third party food delivery options like DoorDash and Uber Eats.

“One pain point we had as we became more popular was that people were starting to queue up,” says Minnett.

Since everything is made to order, that meant long lines at the busiest times of the day. “We decided to enable pre-ordering, so it was ready for pick-up when the customer arrived.”

It was fortuitous that in 2018 Edo Japan began partnering with delivery services, and in 2019 introduced online ordering and the My Edo App loyalty and rewards system. Those changes resulted in relatively little disruption when the pandemic arrived in 2020, and most Edo Japan locations were able to quickly pivot and continue serving customers. “COVID-19 challenged everyone,” says Minnett. “We not only survived, we thrived.”

Whether in person, through delivery apps, or picking up take out, Edo’s loyal customers are ensuring the brand continues to thrive, nearly 50 years after it all began.

Learn more at LookforaFranchise.ca

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

GIVING BACK

A PIZZA THEIR HEARTS

Toronto’s favourite family-owned and operated pizza franchise shows that when it comes to giving back, sharing is caring

BY JOELLE KIDD

W

hen looking for sharable food, pizza is the go-to—which anyone who’s needed to feed a crowd will understand. As a dish, pizza is all about sharing: cut into slices and passed among friends and family who bite in with a smile.

So it makes sense that Pizza Nova, the prominent franchise brand founded by the Primucci family in 1963, has for a motto: “Share the Love.” Albeit this phrase is about more than just passing around the pizza box.

“The motto guides everything from community engagement to charitable giving and franchisee support,” explains Domenic Primucci, president of Pizza Nova. “It reflects the belief that success is meant to be shared.”

When it comes to sharing that success, Pizza Nova has done so by giving back to the communities it serves through charitable partnerships, fundraising events, and local initiatives. This includes the “That’s Amore Pizza for Kids” campaign, which has so far raised more than $2.9 million to help children with disabilities.

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GIVING BACK

Dominic Primucci (far right) at the Primucci Pavilion, in the lobby of Variety The Children’s Charity of Ontario’s landmark facility.

A dip-dive into giving It started as a one-day event with an in-store pizza promotion. The That’s Amore Pizza for Kids campaign began in 1999 as a partnership between Pizza Nova and Variety – The Children’s Charity of Ontario. The longstanding campaign expanded during the COVID-19 pandemic into a month-long promotion: for every dip purchased at participating Pizza Nova locations in the month of May, 50 cents is donated to Variety.

Over the past 26 years, these fundraising efforts have resulted in a whopping sum of over $2.9 million dollars raised for Variety, who offers support to children with disabilities through sports and play programs, summer camps, life skills programming, and more.

Since 2021, the month-long promotion has been a hit with Pizza Nova customers, who can participate by adding one of the brand’s 12 dip and sauce options to their order. “In 2025, customers helped set a record-breaking total of $231,045,” says Primucci, which, he adds, is proof of customers’ ongoing enthusiasm and connection to the cause. “Many Pizza Nova customers have made participation in the campaign a yearly tradition, with some supporting it since its early years.”

The 2025 campaign—marking the fundraiser’s 26th year—reached its highest single-year total of funds

raised. The brand also added a new promotion, a pop-up pizza shop at the Variety Village Café. “Every Thursday throughout May, visitors could purchase fresh cheese or pepperoni pizza slices, along with a selection of delicious dips, with proceeds supporting the campaign,” says Primucci.

Primucci attributes the popularity of the campaign to the way in which its mission of helping children with disabilities resonates strongly with families, schools, and other local communities, “fostering a sense of shared purpose between Pizza Nova and its customer base.”

Customers are proud to contribute to something meaningful, he adds.

In 2022, Pizza Nova was recognized for its contributions when Variety unveiled the new lobby for Variety Village, its landmark facility in the east end of Toronto, which it had named the “Primucci Pavilion.” The newly renovated space includes a 22-foot by 10-foot mural depicting children at play in front of the Toronto skyline, emblazoned with the Pizza Nova motto: “Share the Love.”

Clearly, the message is an inspiring one.

As Primucci puts it, “The campaign isn’t just a fundraiser—it’s a reflection of the values that Pizza Nova shares with its customers: compassion, community, and care for children.”

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GIVING BACK Franchisee philanthropy Primucci’s father, Sam Primucci, founded the brand in the ’60s with his three brothers. The family business started as a full-service restaurant in the Toronto suburb of Scarborough. Over the following decades, the brand grew and gained a reputation as a local go-to, with a loyal fan base of Toronto pizza lovers (it now boasts nearly 150 locations). But giving back has been the brand’s secret sauce since the beginning, says Primucci.

“Pizza Nova’s passion for giving back stems from a genuine connection to the communities it serves,” he says.

In addition to the That’s Amore campaign, the Primucci family and Pizza Nova donated $1 million to the Scarborough Health Network Foundation to support diagnostic imaging and healthcare access. As a result, Scarborough Health Network (SHN) in February of this year unveiled the Sam & Gemma Primucci and Family Computed Tomography Unit at the new Northpine Diagnostic Imaging Department. The milestone is a reflection of the Primucci family’s deep commitment to and appreciation for the community where their dreams of founding a pizza restaurant were born.

Through the Coins for Breakfast program and partnerships with Student Nutrition Ontario, YMCA, and other organizations, Pizza Nova helps fund school meal programs as well (the brand donated $28,767 in its most recent installment in April 2024 through the Coins for Breakfast program alone, and has contributed $239,509 to Student Nutrition Ontario since the start of their partnership). Pizza Nova has also contributed more than $5 million to other community organizations including SickKids (Toronto’s children’s hospital), Crohn’s and Colitis Canada, and Villa Charities. The partnership with Villa Charities spans more than 27 years, Primucci notes, and the brand has raised more than $765,000 for the organization.

“Franchisees are always willing to support these initiatives,” Primucci notes. “They take pride in supporting local communities through their work.” Many of the brand’s franchisees participate in the campaigns year after year and bring in their own local initiatives as well. “We’re delighted to have such incredible partners who support Pizza Nova’s initiatives and recognize their value,” says Primucci. He attributes this to “a culture where franchisees, staff, and even customers feel empowered and proud to be part of giving back.”

Even new store openings are seen as a chance to give back. With every new location, Pizza Nova holds a fundraiser for a local charity, along with special customer appreciation events.

“When the newest Hamilton, [Ontario] location opened this past June, all Hamilton locations participated in a customer celebration event,” says Primucci.

Medium cheese and pepperoni pizzas were on sale for

$5.99, with $1 from each sale donated to Hamilton Food Share. “The campaign donated $2,500 to the local charity from this 1-day event.”

Baked-in values When asked why the brand has such a passion for giving back, Primucci says it all stems back to the brand’s core values. “Giving is a core pillar of Pizza Nova’s culture, leadership, and legacy.” The values at the heart of the brand are “community, family, and service,” and these values “extend beyond business and into a philosophy of supporting the people and neighbourhoods that support [us].”

Sometimes this entails province-wide campaigns raising hundreds of thousands of dollars; sometimes it takes the form of smaller, local causes that make a big impact in franchisee communities, like in-kind donations, sponsorships to grassroots charities, community events, and local fundraisers.

For Primucci, the reason for all this giving is simple: “It’s at the heart of who we are.”

Learn more at LookforaFranchise.ca

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SHOW ME THE MONEY

4 FRANCHISES FOR $500K+ Franchising is about diversity, and opportunities can be found in nearly every industry and business sector. It’s a great way for Canadians from all walks of life to go into business for themselves but with the support of a franchise system behind them.

One of the most important considerations for a prospective franchisee is investment level, including figuring out a budget that fits with your financial situation and goals. Here, Franchise Canada showcases franchise systems in which you can invest for $500K or more.

Crabby Joe’s Bar + Grill

Mandarin

Crabby Joe’s Bar + Grill is a casual, full-service restaurant franchise that sports its standout name and corresponding brand awareness with pride. Since 1996, Crabby Joe’s has combined food, humour, and sports into a family-friendly dining experience. Part of the Obsidian Group of restaurants (along with Chuck’s Roadhouse Bar & Grill and Coffee Culture Café & Eatery), Crabby Joe’s offers both initial training and hands-on support, served alongside the brand’s focus on local initiatives and community connections, to provide opportunities for restaurant ownership to those who resonate with the brand.

In 1979, four entrepreneurs banded their years of restaurant experience together to create one of Ontario’s most iconic all-you-can-eat buffets: Mandarin. Known for its fusion of Chinese and Canadian food and décor, Mandarin offers its buffet alongside à-la-carte and takeout menus. Franchising with Mandarin began in the late 1980s when existing employees became partners in a new location, and since then the system has grown to 30 units throughout the province. Franchising opportunities remain available for those interested in digging in to their own all-you-can-eat business, including initial training and preparation at the corporate headquarters in Brampton, Ontario.

Learn more at LookforaFranchise.ca

Learn more at LookforaFranchise.ca

Humpty’s Big Plate Diner Humpty’s Big Plate Diner is a family restaurant providing full service and full stomachs to its customers through classic, homestyle meals, including all-day breakfast, lunch, and dinner. Since its 1977 inception in Alberta, Humpty’s has grown to 25 locations across Western Canada from British Colombia to Manitoba. Their philosophy? Back to the Basics: “We serve great food, employ great people and our restaurant environments are inviting, clean and comfortable.” Aspiring entrepreneurs who appreciate the family-style, full-service restaurant model and want to be part of a standardized system with all the corresponding training, support, and practices, can get cracking with their own Humpty’s franchise.

Learn more at LookforaFranchise.ca

Wendy’s Restaurants of Canada Wendy’s opened its first Canadian location 50 years ago in Hamilton, Ontario, and since then has grown to be an iconic fan-favourite in the quick-service restaurant industry. With more than 450 Canadian locations, the brand is still growing. As Wendy’s continues to expand across Canada, the brand is seeking franchise partners who align with its long-term vision and have the passion to drive profitable, sustainable growth. Franchise partners can count on Wendy’s support from day one and benefit from Wendy’s proven business model, best in class training, and tools. Franchisees also benefit from a robust supply chain, regional operations teams, and world-class marketing and creative agency partners.

Learn more at LookforaFranchise.ca

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

2025 EVENTS

Join Us in Franchising Together.

IFA ADVOCACY SUMMIT

September 15-17 | Washington, DC

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

Partnership event with Franchise Update Media

EMERGING FRANCHISOR CONFERENCE

November 10-12 | Nashville, TN

IFA ANNUAL CONVENTION

February 22-25, 2026 | Las Vegas, NV

IFA ANNUAL CONVENTION

February 23-26, 2026 Las Vegas, NV

Become an IFA member today!

As the only association focused on growing and protecting franchising, IFA is the largest member-based community that helps franchisors, franchisees and suppliers learn, lead and succeed across more than 300 industries.

We’re a community united by a shared model for success. Becoming an IFA member unlocks the full resources of the franchising community, here for every step of your franchising journey.

Learn how IFA membership can help you reach your growth goals in franchising, then apply to get started.

JOIN IFA TODAY franchise.org/membership

ADVERTORIAL

Building Buzz Before the First Bite LISA RAFFAELE, FOUNDING PARTNER AND CEO, BUBBLEGUM CANADA

When it comes to launching a food franchise location, the real magic starts before the doors open. Long before the first burger is flipped, pizza is sliced, or smoothie is blended, the anticipation you build in the days and months ahead can determine whether opening day draws a crowd or a trickle.

IN TODAY’S COMPETITIVE franchise landscape, where a dozen dining options are just a click away, creating pre-launch excitement isn’t a luxury, it’s a necessity. At Bubblegum Canada, we’ve helped franchises across the country turn “coming soon” into “can’t wait,” using strategic PR campaigns and a 360-degree approach that feeds curiosity, fosters loyalty, and sets the stage for success.

Why Pre-Launch PR Matters For franchise systems, a grand opening is more than a ribbon-cutting, it’s the first chapter and the perfect time to tell your local brand story. This is when you: • Make your introduction to the community • Control the narrative about your brand’s values, culture, and differentiators • Prime customers to show up on opening day and spread the word

An effective pre-opening PR strategy creates a sense of “fear of missing out” (FOMO) around your launch.

Done right, it ensures your location opens to a line of eager guests rather than having to slowly build traffic over months of word-of-mouth.

At Bubblegum Canada, we specialize in giving new locations a running start. We know how important the first few months can be for a business to set the tone. Our hands-on, 60-day program was created with all of this in mind leveraging several tools to ensure that the spotlight is fully on you.

A grand opening press release becomes more than a formality; it’s your narrative launchpad. It weaves together your origin story, your menu’s unique appeal, and the personality behind the brand, making it irresistible to editors, bloggers, and local news anchors. It’s not just an announcement, it’s your official

invitation to the community to join in something special.

From there, we saturate every possible touchpoint with your opening date and reason to visit. Event listings are pushed to every online calendar, local newspaper, foodie blog, and “What’s Happening” social feed, ensuring that no matter where people look for things to do, your brand is front and centre.

Then comes the momentummaker: 40 consecutive days of targeted media relations and influencer outreach. This is where our network works for you via personalized pitches to food and lifestyle journalists, arranged interviews with radio and TV hosts, and invitations for trusted local influencers to share drool-worthy, behind-the-scenes peeks of your dishes and space. Each mention turns into further social proof that your opening is the can’tmiss event of the season.

ADVERTORIAL

Avoid the ‘hard sell’ on opening day and instead focus on storytelling and interaction By the time your doors open, your brand isn’t just recognizable, it’s anticipated. People have already tagged friends, bookmarked your posts, and decided what they’re going to order. Your grand opening becomes more than a date on the calendar; it’s the experience the whole neighbourhood has been counting down to.

Leveraging Social Media as a PR Engine Social media isn’t just a marketing tool in the pre-launch phase–it can easily be the heartbeat of your PR campaign. The key is to avoid the “hard sell” until opening day and instead focus on storytelling and interaction to complement all the material being created and pushed out through traditional channels.

Think about complementary tactics such as: • Countdowns: A daily or weekly countdown post to opening day.

• Behind-the-Scenes Videos: From staff training to plating dishes for the first time.

• User-Generated Content Challenges: Invite locals to guess your secret menu item or vote on their favourite flavour from a teaser list.

• Q&A Sessions: Don’t be afraid to answer commonly asked questions as it shows your expertise and the faces that will be serving guests, reminding people that franchising is small business.

When social media activity is paired with traditional PR efforts,

you multiply the touchpoints, making your brand feel everywhere without being repetitive.

Also, don’t forget about the power of local influential voices. For food franchise openings, micro- and nanoinfluencers are often the best investment. Their smaller, more engaged audiences trust their recommendations, especially when it comes to local dining.

At Bubblegum Canada, we often structure influencer outreach as a value exchange, offering exclusive previews, free meals, discounts such as limited time refer-a-friend codes, or branded merchandise whenever possible to mitigate influencer fees in exchange for authentic coverage.

Community Integration: PR That Feels Local One of the most overlooked elements of franchise openings is the importance of embedding yourself in the local culture before you open your doors.

Here are just a few ways to do this: • Charity Partnerships: Dedicate a portion of your opening day sales to a local cause.

• School Tie-Ins: Host a poster contest with local students to display in your store.

• Neighbourhood Associations: Introduce your franchise to local business networks and community boards.

These efforts create goodwill and organic word-of-mouth, while also giving media a “human interest” angle that goes beyond food.

Measuring the Buzz PR success isn’t just about the number of mentions or posts, it’s about the impact on your launch.

We measure: • Media Impressions: How many potential readers, viewers, and listeners were exposed to your brand story.

• Social Engagement: Likes, shares, comments, and click-throughs on pre-opening content.

• Opening Day Foot Traffic: Comparing projected vs. actual attendance.

• Post-Opening Retention: How many customers return in the first month.

By tracking these metrics, we refine future campaigns and ensure each franchise opening builds on the last.

Opening a new food franchise is more than a business transaction; it’s a community event. Strategic PR campaigns build anticipation, foster connection, and position your brand as a must-try destination before the first bite is even served.

At Bubblegum Canada, we’ve seen firsthand how a well-executed pre-launch strategy can transform a “coming soon” sign into a line of hungry customers. From the first teaser post, to the final ribbon cut, all leading to 30+ years of service in the community, every tactic should be designed to spark curiosity, drive attendance, and set the stage for long-term success.

If you’re ready to make your next franchise opening unforgettable, start thinking about your PR plan now. Buzz takes time to build, but the payoff lasts long after the first bite. 

To learn more, visit www.bubblegumcanada.com

ASK A LEGAL EXPERT Why are trademarks important in franchising?

ONE OF THE MOST IMPORTANT CHARACTERISTICS of a franchise system is its trademarks. Trademarks can often be the most easily identified part of a franchise in the public’s eye, but a lot of confusion exists about how trademarks in Canada actually work.

Brand names, logos, and other designs are usually— but not always—trademarks. On the other hand, trademarks are always used to distinguish one brand from its competitors.

Think about the international recognition of a brand such as McDonald’s. The name “McDonald’s” and the famous “Golden Arches” logo are inseparable from the brand’s identity, and both have been registered trademarks of McDonald’s Restaurants of Canada for decades.

Imagine if another party tried to use the same name or the distinguishing yellow “M” on its premises. Well, the owner of those trademarks, McDonald’s Corporation, would likely take immediate and swift action to stop them from doing so.

Franchisors licensing their trademarks to franchisees as part of a franchise system must protect the unauthorized use of the trademarks by third parties. Franchisors also need to ensure that their franchisees are not using their trademarks in contravention of applicable law.

Franchisees acquiring the rights to become part of a franchise system also need to understand trademark law so they can evaluate the brand they are buying into. In this research, franchisees should consider the franchisor’s ability to protect their trademarks and the distinctiveness of the trademarks from competing brands.

So, what are trademarks?

Trademarks are very broadly defined. They involve words, designs, tastes, textures, moving images, modes of packaging, holograms, sounds, scents, threedimensional shapes, colours, and other signs, or some combination of these.

Their purpose is to act as an indication of the source or origin of goods and services. They serve to distinguish one merchant’s offerings from those of its competitors and convey to the public that a good or service has a quality, characteristic, or other reputation that is attributable to the source associated with the trademark.

Trademark rights can be registered or unregistered.

The use and adoption of a trademark creates ownership of a trademark at common law (i.e., unregistered trademark rights). Unregistered trademark rights exist as soon as use of the trademark commences in Canada. Additionally, registered protection can be obtained under the Trademarks Act.

What are the benefits of trademark registration?

Registration of a trademark is not mandatory, since trademark rights can arise automatically at common law through use. Although, registration does provide additional rights and benefits beyond those conveyed at common law, including: • Providing its owner with the right to use the trademark across Canada in association with the covered goods/services. In contrast, unregistered trademark rights exist only in the geographic area where the trademark has acquired a reputation.

• Serving as presumptive evidence of trademark ownership rights.

• Only owners of registered trademarks can bring an action for trademark infringement or for depreciation of goodwill under the Trademarks Act. • Trademark registration can be useful when dealing with other Canadian regulatory requirements, such as French language labelling requirements in Quebec.

Trademark rights have the potential to last indefinitely provided that, (a) in the case of registered trademarks, the owner continues to pay all necessary renewal fees (registered trademark rights can be renewed, indefinitely, in 10-year intervals) and there is continued use of the trademark in Canada, and (b) in the case of unregistered trademarks, goodwill continues to exist.

Additionally, filing an application to register a trademark in Canada provides a trademark owner with additional benefits for obtaining protection globally as trademark rights are—generally speaking—country-specific.

Can trademark rights be lost?

If you stop using a trademark, your trademark rights may be lost. Trademark rights may also be lost where a trademark is no longer capable of designating the trademark owner as the source of the goods/services (i.e., where a trademark is no longer distinctive of the trademark owner). This is usually due to the concurrent use of a similar trademark by other third parties or instances where the trademark has become generic.

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

Jennifer Shayko Partner Aird & Berlis jshayko@airdberlis.com

ASK A LEGAL EXPERT Loss of distinctiveness often arises due to the improper licensing of a trademark by its owner. Under the Trademarks Act, to be properly licensed, the trademark owner must maintain control, under licence, over the character or quality of the licensed goods or services.

Summary Since trademarks are a valuable asset in any franchise system, careful attention should be given to both common law and registered trademarks. For further guidance on protecting your trademarks as part of a franchise system, please contact the author.

ASK AN ACCOUNTING EXPERT What accounting and tax information do I need to know when buying an existing franchise unit?

THE FRANCHISE INDUSTRY is a massive contributor to the Canadian economy, with more than 1,100 franchisors and some 67,000 units across the country. As the 12th largest economic sector in Canada, franchising is predicted to grow an additional 4% by 2026.

It’s no wonder savvy investors and business owners are interested in purchasing existing franchise units to grow their portfolios and incomes. In addition to having a proven record of sales and dedicated market share, those purchasing an existing franchise unit don’t need to account for a ramp-up period. You can make sales projections using historical numbers rather than best guesses.

While buying an existing franchise does come with advantages, it’s vital for investors and business owners to manage their risk by carefully reviewing the financial and tax implications before signing on the dotted line.

Understand asset vs. share purchase tax implications Knowing the difference between an asset and a share purchase is vital, as the type of purchase you make will have direct impact on your finances, taxes, and legal risk.

With an asset purchase, you buy specific assets, such as equipment and inventory, and assume fewer liabilities, debts, taxes, and lawsuits. In a business sense, this is a fresh start with significant risk protection. This structure is preferable for many buyers because of the ability to depreciate assets that are being purchased over time (capital cost allowance) and a reduced risk of inheriting any liabilities from the previous owner.

With a share purchase, you acquire the entire franchisee corporation, which includes the assets, liabilities, and tax attributes. This structure is preferred by franchise sellers because of their potential access to the lifetime capital gains exemption on the sale of shares of a qualified small business corporation (QSBC).

When negotiating your sale structure, consider your risk tolerance, potential tax savings, and business continuity needs.

Review historical financials and tax compliance Carefully examine financial statements from the last three years. Keep in mind that many franchisees may not have an audit or review engagement during this period, so it is your responsibility to assess if you can rely on the information provided, and to request additional information as necessary.

Pay attention to revenue trends, expense anomalies, and seasonality. Assess profitability and determine if you will be able to recoup your investment in a reasonable time frame.

If you’re conducting a share purchase, it’s vital to do your due diligence on tax compliance. Confirm the Canada Revenue Agency (CRA) filings for GST/HST, payroll, and corporate tax are up to date. Consider whether there are any outstanding tax liabilities or audits, and whether the proper remittance of franchise fees and royalties have been made.

Evaluate working capital and cash flow Assess whether the unit generates sufficient cash to cover debt service and working capital needs. You can do this by reviewing historical cash flow statements and preparing projections post-acquisition.

Be sure to consider your own cash flow requirements during the first months of the business. If the business will be your full-time job, for example, determine whether you’ll have enough cash flow to cover your personal expenses. (continued on page 77)

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FRANCHISE TUTORIAL

TUTORIAL 3: THE FUNDAMENTALS OF FRANCHISING

INTRO TO DEPOSITS DEPOSITS ARE OFTEN COLLECTED by franchisors prior to entering into a full franchise agreement. They’re typically a percentage of the initial franchise fee or the full initial franchise fee amount. When entering into a franchise agreement, the deposit is credited towards the amounts owing. Should the potential franchisee choose not to move forward with the agreement, the deposit may or may not be refunded. There’s usually a Deposit Agreement that’s entered into at the same time the deposit is made. This agreement defines how and if the deposit will be returned, provides timelines, and typically addresses the issue of confidentiality. Deposits are paid prior to entering into a franchise agreement.

The main purpose of the deposit, from the franchisor perspective, is to differentiate the serious candidates from casual enquiries to the franchise opportunity. Franchisors often deal with hundreds of enquiries every month, and simply cannot begin to work at finding locations or assist with bank financing with everyone. A deposit allows franchisors to properly allocate their resources and ensure that there’s some compensation in the event that the prospective franchisee doesn’t move forward. The franchisor is also concerned with confidentiality. The deposit agreement will often have clauses stating that the provided proprietary information will be kept confidential and that appropriate materials will be returned.

From a potential franchisee perspective, deposits will often permit one to put a territory on hold so that the potential franchisee can do their due diligence, arrange financing, have documents reviewed by a lawyer, or find an approved location.

By paying a deposit, potential franchisees demonstrate their seriousness in the franchise opportunity and can ensure that resources are being prudently spent. The franchisor will normally work with potential franchisees to remove conditions on the deposit agreement, while reserving the desired territory for a limited period of time.

Deposits can be refundable, partially refundable, or non-refundable, depending upon the circumstances and primarily how much time the franchisor spends working with the potential franchisee. The franchisor wants to be compensated for its efforts in, for example, reviewing locations or assisting potential franchisees with their business plan. Franchisors should provide deposit agreements that

clarify how and if the deposit is refunded. If the franchisor does not provide a deposit agreement, potential franchisees should have one created to avoid dependency on verbal discussions. It’s important that deposit agreements are read carefully and are reviewed by a lawyer so that there’s clarity as to the terms and conditions.

Provincial legislation has put in place certain laws to protect the public regarding franchise deposits. In Ontario, franchisors cannot require potential franchisees to pay a deposit or sign a deposit agreement until the potential franchisee has had 14 days to review the Disclosure Document. In Alberta, the franchisor can collect a deposit prior to the review of the document and entering a franchise agreement, but such deposits must be refundable and can only be for a maximum of 20 per cent of the initial franchise fee. The deposit agreement must also be limited to the issues of confidentiality, location, and non-use of the franchisor’s information.

Deposits are a great way for potential franchisees to show that they’re serious about the franchise opportunity, and provide some initial compensation to the franchisor for preliminary work and to reserve a territory for potential franchisees. The deposit agreement protects the interests of both the potential franchisee and the franchisor.

Watch the Franchise Tutorials video on Deposits

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

FRANCHISE TUTORIAL

TUTORIAL 4: THE FUNDAMENTALS OF FRANCHISING

INTRO TO DISCLOSURE DOCUMENTS DISCLOSURE DOCUMENTS are a summary of information on the franchisor, its executive team, and its franchise agreements. The document is provided to potential franchisees so that they may make a more fully informed business decision. In Canada, franchise systems are required by law to provide a Disclosure Document to prospective franchisees in provinces where franchise legislation is enacted. Franchise systems are only legally required to provide Disclosure Documents in these seven provinces: British Columbia, Alberta, Manitoba, Saskatchewan, Ontario, New Brunswick, and Prince Edward Island. However, many franchisors provide a disclosure document across all of Canada to assist prospective franchisees in learning about the franchise opportunity.

Franchisors have different application processes for franchisees, but will typically provide the Disclosure Document to prospective franchisees once they’ve been qualified as a potential franchisee and have shown serious interest in the franchise opportunity. It isn’t a public document, and is usually only available to serious investors.

When a franchise system fails to provide proper disclosure within the provinces where disclosure is legally required, potential franchisees may have the ability to rescind the franchise agreement for up to two years from when the franchise was granted. In the event that the agreement is rescinded, the law may also provide that potential franchisees will be compensated for all losses incurred in acquiring, setting up, and operating the franchise business. Be sure to speak with your franchise lawyer for details.

The Disclosure Document must meet legislative requirements and disclose all material facts regarding the franchise opportunity and the franchise system’s history. There are required statements pertaining to risk and seeking legal and financial advice.

A typical Table of Contents in a Disclosure Document might read as follows: • Corporate name of the franchisor • Nature of the business • Business experience of the directors and officers of the franchisor • Previous convictions, civil actions, administrative proceedings, bankruptcies or liabilities of the franchisor, its directors, officers, and associates • Initial investment required

• Other fees payable under the franchise agreement • Estimate on working capital, annual operating costs • Earning projections • Training provided, with outline of initial training program • Financing arrangements • Assistance provided by the franchisor • Franchisee obligations • Marketing fund: use of, past spending, projected spending • Restrictions on what and to whom franchisees may sell • Special licences required • Volume rebates and discount policies • Obligations to participate in the actual operations of the franchised business • Trademarks patents, and copyright information • Territories available • Term, renewal, termination, and transfer of the franchise • Policies regarding dispute resolution In addition, the document will typically have the following in attachments: • List of existing franchisees with contact information • List of terminated, not renewed, or cancelled franchisees with contact information • Financial Statements of the franchisor • Franchise Agreement • Table of Contents of the Operations Manual • Certificate of Franchisor signed by an officer of the company stating that all material facts have been provided and that the information provided is true • Receipt to be signed and dated by the franchisee acknowledging receipt of the Disclosure Document

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FRANCHISE TUTORIAL The disclosure document is only a summary of important information. Potential franchisees should study the franchise agreement in detail, as this is ultimately the document they’ll be signing. Legal and financial advisors, along with the franchisor, will all assist potential franchisees in reviewing the documents and in clarifying the obligations as a franchisee of the franchise system. Lawyers with franchising experience can review the Disclosure Document so that he or she can ensure that it meets all legal requirements. Potential franchisees should also seek advice from an accountant and the bank to ensure that

they can financially afford the investment. The bank may also request a copy of the Disclosure Document so that they can make an informed lending decision.

Watch the Franchise Tutorials video on Disclosure Documents

STUDY QUESTIONS TUTORIAL 3

TUTORIAL 4

1. From a potential franchisee perspective, deposits benefit by: a) a llowing the franchisee to earn interest on deposits held by the franchise system. b) allowing the franchisee to opt out of paying royalties. c) allowing the franchisee to put a territory on hold while he/she does his/her due diligence, arranges financing, has documents reviewed by a lawyer, or finds an approved location.

1. Disclosure Documents are provided to potential franchisees: a) t o assist them in making informed business decisions and to learn more about the franchise opportunity. b) to return their personal financial history to the franchise system. c) as a marketing material to distribute to other potential franchisees.

2. Deposit Agreements: a) d efine payments made to financial institutions for financing start-up costs involved in franchising. b) define how and if the deposit will be returned, provide timelines, and typically address the issue of confidentiality. c) define the conditions for paying the franchise fee in monthly installments.

3. There are no provincial legislations regulating franchise deposits. True or False? a) True b) False

2. Franchise systems are currently required by law to provide Disclosure Documents in: a) Alberta,

Quebec, and Ontario. b) Alberta, Ontario, and Nova Scotia. c) Alberta, Ontario, and Prince Edward Island.

3. The Disclosure Document will typically include a list of existing franchisees, with contact information. True or False? a) True b) False 4. The Disclosure Document is only a summary of important information, and isn’t a legal agreement. True or False? a) True b) False

4. Deposits are non-refundable. True or False? a) True b) False

Answer Key:

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

Answer Key:

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

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MARKETPLACE

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: $2M–$2.8M (total estimated investment)* • Liquid Cash Required (Startup Cost): $750K–$900K • 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.

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

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

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

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

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

• No franchising fee for new bakeries Contact the COBS Bread Franchising Team E email@cobsbread.com W www.cobsbread.com/franchising

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

Fat Bastard Burrito: the ultimate burrito experience!

Fat Bastard Burrito – a 100% Canadian company - is growing Nationally! Excellent opportunities are now available in Ontario, Atlantic Canada, Alberta, and BC. Fat Bastard Burrito features a diverse menu made from fresh ingredients, including burritos, bowls, quesadillas, curated tacos, and much more! We offer an efficient entry point combined with a compact and highly effective store footprint. Are you looking for a turnkey investment with dedicated support? Are you obsessed with delivering amazing dining experiences? Contact us today.

Franchise units in Canada: 98 In business since: 2009 Franchising since: 2012 Franchise fee: $25K Start-up capital required: $150K+ Investment required: $400K-$475K Training: Yes Available territories: All of Canada CFA member since: 2013 fatbastardburrito.ca

Fatburger has been serving up the freshest, biggest, juiciest burgers for over 70 years. With over 200 units in 20 countries, prospective franchisees benefit from investing in a concept with a proven track record. Prime ownership opportunities are available across Canada. We provide: • A highly recognized trademarked brand • Extensive initial training • Ongoing operation & training support • Marketing/advertising support • Excellent return on investment capital A quick-casual restaurant serving fresh, never frozen custom made Alberta Angus beef burgers and Buffalo’s™ World Famous Wings and Tenders, Fatburger is a recognized leader in the premium burger category. We are passionate about quality, food and service - and it shows! We offer an extensive menu and dynamic décor that brings food, fun and style together. Each meal is cooked to order using fresh ingredients and traditional cooking methods. The taste and quality of Fatburger has been inspiring fierce customer loyalty since its inception in 1952.

70 locations across Canada and growing!

For more franchise information, call us at 1-888-597-7272 or email franchise@fatburgercanada.com.

For locations and more visit www.fatburgercanada.com.

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MARKETPLACE

A trusted brand with 50 years of experience backing you.

“It’s Gonna Be Great”

Since 1976, Global Pet Foods has built a network of 230+ franchisees, all united by one fundamental belief: pets are undeniably part of the family.

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

Our salons are conveniently located in strip malls in over 130 markets. What really makes this business concept unique is the fact that it is recession-resistant, with steady growth and multiunit opportunity. Manager-run salons allow for flexibility in how you transition into business ownership. No haircare experience necessary!

Our commitment to quality has earned unwavering customer loyalty and consistent growth across five decades.

Today, 98% of Global Pet Foods stores are independently owned and operated by passionate entrepreneurs who embody the finest Canadian small business values: they’re pet lovers serving pet lovers, creating authentic connections that big-box retailers simply can’t match.

Take the next step to discover is a Global Pet Foods franchise is the right opportunity for you.

Contact the Franchise Team franchises@globalbancorp.ca

Franchise fee: $20K (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.

Be a part of Canada’s largest chain of lighting stores.

Locally owned and operated since 1968. A unique retail concept that focuses on enhancing décor with perfectly curated, highquality lighting and home decor solutions.

As a franchise owner, your creativity and knowledge will provide expert advice to transform the spaces in which our customers live and work.

Turnkey operations - Everything ready to launch your store.

Marketing programs - Proven campaigns that drive customers.

Merchandising operations - Expert store layouts that maximize sales.

Buying programs - Bulk purchasing power reduces your costs.

Full training & support - Comprehensive guidance from day one.

Take the next step to find out if a Living Lighting franchise is the right opportunity for you.

Contact the Franchise Team franchises@globalbancorp.ca

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!

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

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MARKETPLACE

Maple Bear is an international education brand with over 450 schools in over 35 countries. Every Maple Bear school follows a detailed turnkey curriculum developed from the ground up to reflect the best in Canadian education, from preschool immersion programming to elementary K-12 (bilingual format). Canadian education experts offer year-round support, training, and annual quality assurance visits. Maple Bear is a proven franchise model worldwide, with over 20 years of experience.

Franchise Units USA: 3 Franchise Fee: $55K Investment Required: +$700K Initial Training: Year-round support and training either in person or online, based on school needs.

In Business Since: 2003 CFA Member Since: 2022 www.maplebear.ca

Mr. Greek prepares fresh-to-order Greek cuisine, with an array of Mediterranean offerings. Each location has six different streams of revenue: dine in, take out, delivery, online ordering, catering and third party delivery. Since 1988, Mr. Greek has been recognized for its award-winning cuisine and community involvement. The company has an additional five units planned for opening, featuring a newly-updated design, marketing collateral and the re-introduction of its legacy brand, Mr. Greek Cafe which offers guests a selection of Greek coffees, and savoury and sweet pastries. Store Opening Training included in the Franchise Fee. Mr. Greek franchisees benefit from a dedicated supply chain with exclusive proprietary products, full support on operations and marketing.

Franchise Fee: $35K Franchise Units Canada: 17 Investment Required: Turnkey starting from $450K+ Initial Training: 6 weeks training, ongoing support In Business Since: 1988 CFA Member Since: 1997 Website: www.mrgreek.com

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

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.

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MARKETPLACE

Sayda is an AI-powered phone assistant designed to help businesses of all sizes stay connected, responsive, and efficient— without the need to hire more staff or rely on voicemails.

Whether you’re a solo entrepreneur, a franchise brand with dozens of locations, or a fast-moving service company, Sayda ensures every call is answered, every lead is verified, and every opportunity is followed up—24/7.

Our platform handles: Inbound Calls – Greeting, qualifying, routing, and even booking appointments.

Outbound Calls – Lead verification, appointment reminders, customer follow-ups.

Voicemail Drops & Callbacks – So you’re always top of mind, even when people don’t pick up.

Sayda sounds natural, adapts to your tone and business model, and can be up and running in just a day. With deep customization options and integrations, Sayda fits seamlessly into your existing workflows—whether you’re using a CRM, calendar, or custom forms.

We’re on a mission to help businesses stop losing leads, save time, and provide better service—without missing a single call.

Sayda doesn’t just pick up the phone. It picks up the slack.

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: $214,700 to $293,500 plus working capital.

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

For more information, visit www.sayda.ai.

Topper’s Pizza is a premium QSR brand that has been satisfying pizza-lovers’ cravings in neighbourhoods across Ontario for over 40 years. And what sets us apart starts with our dough. Our Authentic Italian Bread Crust™ is handmade in pizzeria daily, from a century-old family recipe from San Daniele, Italy. The precision and care that goes into every order has led Topper’s to become a local fan favourite. Rooted in traditions that stand the test of time, our authentic flavours have led to continued success in 40 locations across Ontario. As Topper’s expands across the province, we invite you to join our family and own a business you can be proud of.

While the food franchise business can be crowded and challenging, Topper’s Pizza’s proven methods outshine the competition. Our family recipe for success is not only in the dough, it lives throughout our entire pizzeria and business model. Our business model is rooted in heritage while constantly evolving to remain competitive.

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

For advertising information, contact Lou Gervasi at lgervasi@cfa.ca.

In business since: 2000

Topper’s Franchise Partners may be in business for themselves, but they are not alone. A dedicated franchise team offers comprehensive training and support to ensure that every location is set up to thrive. Contact our team to learn more: franchiseinfo@toppers.ca www.toppersfranchise.ca

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

ASK AN ACCOUNTING EXPERT (continued from page 69) Don’t forget about any significant costs the business may need to incur in the next few years. For example, many restaurant franchises are required to undergo a design refresh at specific intervals. Or if you’ve entered into a loan agreement, you may need to meet specific ratios as part of the lending agreement.

Consider transition and setup costs Regardless of whether you have an asset or share purchase, you’ll need to determine transition costs, which can include legal and professional fees, training seminars, and inventory valuation. If you have existing businesses, it’s important to transition accounting systems so they are consistent across the board.

In a share purchase, consider if you or the seller will be responsible for the termination of any employees. If you exit an employee after the transition, you may be responsible for the cost of their severance. In an asset

purchase, you will need to rehire the franchise employees and may need to renegotiate contracts, which could include additional costs.

The importance of financial and tax due diligence cannot be understated. By considering these implications, you’ll be better equipped to prepare accurate financial projections without any surprises.

Work with a franchise-savvy accountant and legal advisor who can support your business venture, help mitigate risks that could threaten your franchise, and work with you to build a plan for long-term growth.

Lyn Little Partner, National Franchise Industry Leader BDO llittle@bdo.ca

ADVERTISERS’ INDEX Bubblegum Canada .................................................................................. 66-67 www.bubblegumcanada.com

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

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

Maple Bear......................................................................................................................... 7 www.maplebear.ca/own-a-school/

COBS Bread.................................................................................................................... 15 www.COBSbread.com/franchising

Mr Greek............................................................................................................................. 16 www.mrgreek.com/franchising

Fat Bastard Burrito........................................................................................ 18-19 www.fatbastardburrito.ca/franchising

Oxford Learning....................................................................................................... 45 franchise.oxfordlearning.com

Fatburger.................................................................................................................. 12-13 www.fatburgercanada.com/franchising/

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

Global Pet Foods.......................................................... Inside Front Cover www.globalpetfoods.ca

PUNCH Canada .......................................................................................................... 11 www.punchcanada.com

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

Sayda .. ......................................................................................................................... 20-21 www.sayda.ai

International Franchise Association. . ................................................ 65 www.franchise.org

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

Living Lighting................................................................ Inside Front Cover www.livinglighting.ca

Topper’s Pizza............................................................................................................... 41 www.toppersfranchise.ca

Franchise Canada September | October 2025

77

FRANCHISE ROUNDUP

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

BY THE NUMBERS

$2.9 million The amount raised by Pizza Nova for Variety – the Children’s Charity of Ontario since 1999

80%

Of Canadians agree that they enjoy going out to restaurants to connect with their friends and family.

$70 million

The amount being invested by the Ontario government into expanded training and employment services for those affected by U.S. tariffs and policies. This funding includes $20 million to province’s Protect Ontario Workers Employment Response (POWER) Centres.

1.2 million

Workers, approximately, are employed by the restaurant industry, making up about 6% of Canada’s workforce.

$17.60

Ontario’s new minimum wage effective October 1, 2025.

72%

Of SMEs (Small & Medium Entreprises) seeking financing were approved, according to BDC’s Investment & Financing Outlook Survey Report.

Source: Franchise Canada, Restaurants Canada, Government of Ontario, Restaurants Canada, Government of Ontario, bdc

FRANCHISE CANADA PARTNERS WITH ELITE FRANCHISE MAGAZINE Elite Franchise Canada and the Canadian Franchise Association (CFA) are proudly announcing a new strategic media partnership, designed to elevate visibility, education, and support for the franchise community across Canada. As part of this collaboration, the CFA has officially become the Official Awards Supporter of the Elite Franchise 100 National Awards Program, strengthening the credibility and recognition of one of Canada’s most prestigious franchise rankings.

The partnership also includes collaboration with Franchise Canada magazine to ensure prospective franchisees have access to the industry’s best tips, most valuable insights, and most engaging stories of franchise success. Stay tuned for new columns in both publications in the near future!

UPCOMING EVENTS October 25-26, 2025 Franchise Canada Show Toronto Toronto Congress Centre November 8-9, 2025 Franchise Canada Show Vancouver Vancouver Convention Centre Canada’s ultimate franchise exhibition and the official show of the CFA, the Franchise Canada Show provides the opportunity to meet faceto-face with popular leading national brands and franchisors, connect with industry experts, attend free seminars, and explore franchise business opportunities in every industry and at all investment levels.

IN THE NEXT ISSUE November/December 2025 - the Resilience in Franchising Issue Don't miss the next issue of Franchise Canada magazine, all about why franchising is a resilient business model that can weather anything from economic downturns to personal challenge. We'll look at recessionproof businesses, stories of franchisee success, and the restoration brands helping Canadians recover after disaster. Plus: a round up of new CFA members across Canada and veterans in franchising.

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

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: $214,700 CDN to $293,500 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

Build Your Business Legacy

JOIN THE WORLD’S LARGEST

HAIR SALON BRAND

scan for more information

800.947.1143 franchise.greatclips.com

OPEN TERRITORIES IN CANADA!

• No hair experience necessary!

• Manage your Manager business model.

• 4400+ locations across the US & Canada.

• 40+ years of franchise experience.

• Recession-resistant, repeat business.

Great Clips, Inc. • 4400 West 78th Street, Suite 700 • Minneapolis, MN 55435 • 800-999-5959 or 952-893-9088 • State of MN Reg. #F-928. This advertisement is not an offering. An offering can only be made by a prospectus filed first with the Department of Law and the State of New York. Such filing does not constitute approval by the Department of Law of the State of New York. THESE FRANCHISES HAVE BEEN REGISTERED UNDER THE FRANCHISE INVESTMENT LAW OF THE STATE OF CALIFORNIA. SUCH REGISTRATION DOES NOT CONSTITUTE APPROVAL, RECOMMENDATION OR ENDORSEMENT BY THE COMMISSIONER OF CORPORATIONS NOR A FINDING BY THE COMMISSIONER THAT THE INFORMATION PROVIDED HEREIN IS TRUE, COMPLETE AND NOT MISLEADING.