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Your franchise doesn’t come with financial advice.

We do.

You need the right support, right from the beginning. Whether it’s helping you make sound business decisions around your first franchise purchase or helping you expand into multiple franchises, you’ll get the full benefit of a one-on-one relationship with a franchise specialist. They will take the time to get to know you, so they can provide relevant, industry-specific advice. And, they will make sure you always have the right products and services in place to assist you throughout the growth of your franchise.

Get started today by calling 1-855-418-5307 or visiting www.rbc.com/franchiseadvice TM

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CONTENTS MARCH/APRIL 2018

AN OPPORTUNITY SO GOOD THAT YOU CAN TASTE IT!

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COVER STORY New and Improved

After 50 years in the business, Mary Brown’s Chicken & Taters gets a makeover

FEATURES 21 Taking Food from Fast

to Fabulous

our quick service restaurant F franchises that are serving up value and convenience

42 Do You Have What it

46 Marching to the Beat

Be a part of the Booster Juice Team!

look at the top 10 traits of A best-in-class franchisees

26 Women of the

Franchising World

our females in franchising F share their challenges, successes, and advice

33 Fresh and Flavourful • 40-45 NEW Canadian locations in 2018 •Over 350 stores in four countries • Premium locations available • Industry-leading sales growth • Own one or multiple stores • Full turn-key buildout • Comprehensive training

Takes to Succeed as a Franchisee?

of Their Own Drum

our unique franchise F concepts for entrepreneurs seeking a distinctive opportunity

ranchiseCanada outlines F Asian cuisine franchises from coast to coast

51 SPECIAL FRANCHISE FOCUS

Home, Renovation & Moving Franchises

PROMOTED STORY

Prep ‘n Sell franchisees thrive in the home staging business

52 Setting the Stage for Success

E-mail for franchise information: franchise@boosterjuice.com Or visit us online at:

boosterjuice.com

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Canadian Franchise Association

www.FranchiseCanada.Online | www.LookforaFranchise.ca

FranchiseCanada Directory is published by the Canadian Franchise Association www.cfa.ca | www.LookforaFranchise.ca THE NATIONAL VOICE of Franchising in Canada

IN EVERY ISSUE 60 HOME-GROWN & LOCALLY-OWNED 100% Canadian Franchise Systems

63 MILLENNIALS IN FRANCHISING Franchising Journey Comes Full Circle

78 SHOW ME THE MONEY 4 Franchises for

FRANCHISE OPPORTUNITIES AVAILABLE NATIONWIDE!

$500K+

80 FRANCHISE FUN Raise Your Frosty Root Beer Mug

oung couple Stephanie Y Ervin and Matthew Brown take a fresh approach to Pita Pit franchising

usan Senecal shares her S insights, and toasts A&W’s latest successes

67 A DAY IN THE LIFE A Taste for Franchising

ulti-unit franchisee Scott M Rumpel uses passion to fuel his Browns Socialhouse successs

71 ICONIC BRAND Franchisees First

uccessful franchisees S bolster the McDonald’s Canada brand

86 FRANCHISE TUTORIAL

Tutorials 9 & 10

Rising Through the Ranks

This issue: • Intro to Operation Manuals

• I ntro to Franchisee Advisory Councils

10 CFA CODE OF ETHICS

89

MARKETP­LACE

12 INDUSTRY NEWS

101 ADVERTISERS’ INDEX

83 ASK THE EXPERTS

102 GIVING BACK

75 LEADERSHIP PROFILE

ary Kennedy Thompson M adapts her military experience for the business world as COO of The Dwyer Group

“Booster Juice is a company that screams Canadian pride and we are proud to be a part of the vision.”

Jason Tsang Booster Juice Franchise Partner 1 Location

FranchiseCanada

March | April 2018

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PUBLISHER’S MESSAGE

A Fresh Start Through Franchising

L

Lorraine R. McLachlan President & CEO Canadian Franchise Association

THE AUTHORITATIVE VOICE

OF FRANCHISING IN CANADA

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ooking for a fresh start as a new business owner this spring? Franchising is a great path to small business ownership, and this Quick Service Restaurants (QSR) issue is a great place to start. In this issue, we give you an in-depth look at the food service category, a glimpse into unique franchise concepts, plus franchisee success stories, expert advice, and more!

Mary Brown’s Chicken & Taters is off to its own fresh start in 2018. The Newfoundland born and bred quick service chicken franchise is undergoing a major rebrand, as it continues its expansion throughout the country. In the cover story on page 16, we share the reasons behind and goals for this rebrand, and provide a taste of what it will mean for both the franchise and its franchisees.

QSR franchises across the country are stepping up to meet customer demands for convenience and value, and we shine the spotlight on four of these franchise systems on page 21. We also take you on a tour of Asian restaurants in our Asian Cuisine Across Canada article on page 33, highlighting authentic Asian flavours from coast to coast.

Franchisees across the food service category are taking their businesses to great heights, and are bringing their franchise systems with them. In our Iconic Brand article on page 71, we feature four McDonald’s franchisees, who provide an inside look at the franchise efforts that have helped propel the brand to its success today.

If you’re looking outside the food service category for an unconventional franchise concept, we have the details on four unique franchises on page 46, including concrete mixing, independent divorce resolution, mobile airbrush spray tanning, and eyewear finishing.

Females are a force in franchising, with more women looking to get involved as franchisees and franchisors. On page 26, we share the stories of four such

women who have carved out successful careers in franchising, along with their advice to help you get started. For more inspiration, turn to page 75 for a profile on Mary Kennedy Thompson, who transitioned from the military world to franchising, and is thriving in her position as COO of The Dwyer Group.

QSR franchises across the country are stepping up to meet customer demands for convenience and value, and we shine the spotlight on four of these franchise systems on page 21.

Along with profiles of flourishing franchisees and a range of franchise opportunities, this issue also offers advice from franchise experts to help you get started on the right franchising foot. Before you get too far into your franchise research, however, you should carry out a self-evaluation to ensure you have what it takes to make it as a franchisee. On page 42, we have just the article to help, as we share the top 10 traits of best-in-class franchisees.

Want even more franchising how-to articles? Head to www.FranchiseCanada.

Online for a range of franchising guides and resource articles.

Whether you’re focusing on the food service category or one of the many other established and emerging categories, we hope that you use the tools, information, and franchisee insights in this issue to help you make your fresh franchising start a reality this spring.

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

CHAUFFEUR SERVICES

wi t h a fr a nc h is e f o r u n d e r $ 40 k J o i n o ne o f C an ad a’ s f as t e s t gro w in g f r anc h is es D ri v e r s e at is a b u s in e s s w it h p u rp o se H o me b as e d - s c ale w it h o u t t h e c ap it al req u ire m e n t s o f b r ic k s an d mo r t ar W in n e r o f C FA Aw ard o f Ex c e lle n c e W i nne r o f Ch am b e r o f C o mm e rc e I n n o v at io n Award Talk t o u s ab o u t y o u r m ar k e t t o d ay . driverseatinc.com/franchise

855-374-8390

CFA BOARD OF DIRECTORS BOARD CHAIR

John Wissent* PRESIDENT & CEO

Lorraine McLachlan*, Canadian Franchise Association 1ST VICE CHAIR

John DeHart*, Nurse Next Door 2ND VICE CHAIR

Gerry Docherty*, Good Earth Cafes TREASURER

Rick Chittley-Young*, BDO Canada LLP SECRETARY & GENERAL COUNSEL

Peter Snell*, Gowling WLG LLP PAST CHAIR

Ken LeBlanc*, PropertyGuys.com CHAIR, LEGAL & LEGISLATIVE COMMITTEE

Larry Weinberg*, Cassels Brock & Blackwell LLP CHAIR, FRANCHISE SUPPORT SERVICES

Tony O'Brien*, TruShield Insurance DIRECTORS

Hadi Chahin, Mary Brown’s Inc. Felix DeCata, Boston Pizza International Inc. David Druker*, The UPS Store Mark Eaton, CARA Operations Ltd. Lafleche Francoeur, Pacini Joel Friedman, Tilted Kilt Pub and Eatery Sebastian Fuschini, Pizza Pizza Clark Harrop, McDonald’s Restaurants of Canada Limited Terry Hould, ServiceMaster of Canada Limited Andrew Hrywnak, Print Three Franchising Corporation Don Leslie, A&W Food Services of Canada Jon-Anthony Lui, Tutor Doctor Sherry McNeil, 3rd Degree Training/Actual Nutrition Dawn Mucci, Lice Squad.com Gary Prenevost, FRANNET Frank Stanschus, Little Kickers Bob Tipple, Expedia CruiseShipCenters *Executive Committee member

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

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

PUBLISHER

Canadian Franchise Association (CFA) PRESIDENT & CEO

Lorraine McLachlan VP, MARKETING & COMMUNICATIONS

Kenny Chan EDITOR

Lauren Huneault GRAPHIC DESIGNER

Andrea Lee ADVERTISING SALES

Gwen Dunant AD COORDINATOR

Andrea Lee CONTRIBUTING WRITERS

Georgie Binks, Jessica Burgess, Kristin Di Tommaso, Lauren Huneault, Roma Ihnatowycz, Gina Makkar, David Chilton Saggers, Karen Stevens, Jordan Whitehouse, Kym Wolfe FRANCHISE FUN ILLUSTRATION

Sam Gorrie PRINTING

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visit www.FranchiseCanada.Online or call 1-800-665-4232 ext. 224.

Return Undeliverable Canadian Addresses to: Canadian Franchise Association 5399 Eglinton Ave. West, Suite 116 Toronto, ON M9C 5K6 We invite your comments, questions and suggestions. Please contact us at editor@cfa.ca or 1-800-665-4232.

© 2018, 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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Publications Mail Agreement No. 41043018 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 said other persons and/or entities are solely responsible for their content. The information provided herein is intended only as general information that may or may not reflect the most current developments. The mention of particular companies or individuals does not represent an endorsement by the CFA. Information on legal matters should not be construed as legal advice. Although professionals may prepare these materials or be quoted in them, this information should not be used as a substitute for professional services. If legal or other professional advice is required, the services of a professional should be sought.

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

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

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

3.

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

THE NATIONAL VOICE activities of franchisees for theinpurposes of Franchising Canada 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 blue and white logo identifies franchise systems and franchise support services/suppliers as members of the Canadian Franchise Association (CFA).

You should be on the lookout for this symbol when researching franchise systems or assembling a team of franchise support professionals to assist in your search. CFA encourages and promotes excellence in franchising in Canada and members of the Association voluntarily agree to follow the CFA’s Code of Ethics in pursuit of these goals. Start your search for your franchise dream with a CFA member. Visit LookforaFranchise.ca today.

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

wendys.com/franchising

INDUSTRY NEWS Your source for what’s happening in Canadian franchising COBS Bread Celebrates Franchise Milestone

Young Entrepreneur Joins PropertyGuys.com Tylan Tough is bringing PropertyGuys.com to North Bay, Ontario as the newest franchisee in the company’s growing lineup of locations from coast to coast. Tough, who opened her location in October 2017, is one of the youngest franchise owners in PropertyGuys.com history.

The PropertyGuys.com franchise growth team saw huge potential in Tough, who embodies many of the qualities they look for in new franchisees. “Don’t let her age fool you, at the ripe age of 23, Tylan is poised to take the real estate market in North Bay by storm. She has a customer-first mindset, which a lot of people in the real estate industry simply don’t have, and we know that will be to her advantage,” said Mike Shanks, Franchise Growth Manager for PropertyGuys.com.

A career in real estate had been something that Tylan had always pondered, but something about the traditional real estate industry just didn’t feel right. “I had done a lot of research on joining the real estate industry as an agent, but when I found out about the PropertyGuys. com model, something just clicked,” she explained.

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COBS Bread opened its 100th Canadian bakery in Chestermere, Alberta late last year. Since the bakery franchise’s first opening in North Vancouver, British Columbia in 2003, COBS Bread has continued to expand across the country in British Columbia, Alberta, Saskatchewan, and Ontario.

“One of the strengths of this national network, and why we are hitting such a milestone, is due to the strong business systems we have in place,” says Brad Bissonnette, VP of Marketing & Franchise Recruitment for COBS Bread. “COBS Bread has a strong commitment to building the brand through the financial health of our franchises, a strong commitment to customer experience, and a focus on quality products.”

The franchise owners of the new bakery in Chestermere are locals Collin Nyberg and Bevin Bannister.

“We were looking for the right opportunity to bring a business to the community and, selfishly, we thought of COBS Bread. We love the products, customer service, and community involvement that COBS Bread is known for,” says Nyberg. “We intend to work closely with our community, and look forward to sharing highquality, healthier products with the families in Chestermere and surrounding area.”

Wellnessnews Choices for Healthy Living ® to Carman, Morden, and Winkler, Manitoba.

The Froese family believes in promoting growth in Manitoba’s rural areas and giving back to the community, which is why they have chosen to join the Wellnessnews Choices for Healthy Living ® team.

Tyler Froese, CEO of the Froese Group, works as a local police officer and was born in Winnipeg and raised in the Pembina Valley area.

“I believe in doing my part to encourage future growth in my community,” he said. “I’m a family man who is a down-to-earth person with strong morals and ethics, and I truly enjoy serving my community in any way I can. The Wellnessnews Choices for Healthy Living ® platform will be, without a doubt, a gamechanger for the Winkler, Morden, and Carman area.”

When not working as a local business owner, another family member, Trevor Froese, spends his time as a volunteer firefighter, a member of a local town council, and a member of the Elks of Canada organization.

“I would describe myself as an extremely community-minded person,” said Froese. “I’m interested in creating employment opportunities in my community, as well as helping rural businesses thrive. I believe Wellnessnews Choices for Healthy Living ® will allow me to do that.”

Wellnessnews Canada, Inc. Announces New Franchise Territory in Manitoba

Hopscotch Announces Sales of Multi-Unit Franchise Deals in Two Canadian Markets

Wellnessnews Canada, Inc., a leader in providing cost-effective, hyperlocal, cross-media marketing and advertising campaigns, announced that it has signed a franchise agreement with the Froese family to bring

Hopscotch, Ontario’s popular health-conscious fast-casual concept, has announced the signing of two multi-unit franchisees in Toronto and Edmonton, Alberta.

The Toronto deal will bring three

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

INDUSTRY NEWS additional locations to the Toronto market over the next four years, while the four-unit Edmonton deal will open the concept’s first stores in Alberta. Both deals are expected to have their first franchised location open by the end of 2018.

“My brother and I are proud to see Hopscotch grow so quickly and continue to bring healthy, sustainable, and delicious cuisine to new and existing markets,” says Aiden Booth, who founded the concept with his brother, Wyatt.

“We’ve been anxious to find franchisees who are as passionate about the brand as we are, and we feel like we’ve finally found that with our Toronto and Edmonton partners.”

Hopscotch has also hired 30-year franchise industry veteran Ward McKay as its new Chief Operating Officer. McKay brings with him strategic operations experience, most recently and notably from Starbucks Coffee Canada, where he served as VP of Operations and grew the brand from 200 to over 1,000 Canadian locations.

in six provinces, Trade Secrets, along with Taylor and Colt and Glamour Secrets Beauty Bar, is part of the GS Beauty Group. The first of its kind in Canada, Trade Secrets began operations in 1990, and expanded rapidly.

The franchise retails over 8,000 products, with a salon in every location, and is one of Canada’s largest beauty product retailer and salon franchise chains.

GS Beauty Group Opens First Combo Store GS Beauty Group closed out 2017 in style. This past December, the beauty empire opened its first Taylor and Colt/Trade Secrets combo store at 777 Bay Street in Toronto, with franchisee Mo Rahman at the helm. “The newest location links the two stores together via a walkway, allowing for a free flow of customers between each beauty parlour,” says Doug Warren, GS Beauty Group’s Director of Franchising.

With over 65 stores

FranchiseCanada March | April 2018

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NEW AND IMPROVED

After 50 years in the business, Mary Brown’s Chicken & Taters gets a makeover By Karen Stevens 16

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

COVER STORY

What came first – the chicken or the franchise?

Newfoundland's own Mary Brown’s Chicken & Taters is truly a Canadian success story. Originating in St. John’s in 1969, Greg Roberts, a Newfoundland entrepreneur, bought the company from the previous owners in 2007. With vision and savvy, he quickly grew the company from 67 regional stores to the 140 that exist across Canada today.

East Coast hospitality is proudly entrenched in the Mary Brown’s brand.

“Over the last 49 years, Newfoundland & Labrador has definitely made its mark on the brand, and vice versa. A lot of our franchisees across Canada are from Newfoundland, and are very passionate to share their brand with the rest of the country,” says Hadi Chahin, President and COO of Mary Brown’s.

After carefully assessing the company’s branding, the team at Mary Brown’s came to the conclusion that it was time to update the franchise’s look, while still maintaining the considerable equity and trust the brand has garnered over the years. The current logo, which was introduced in 2000, has only had minor changes since its inception.

“Rejuvenating the basic elements such as colour and logo can honour our past and embrace our future,” explains Chahin. “With so many choices available for our customers, we must stay relevant and noticed.”

FranchiseCanada March | April 2018

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COVER STORY

CHICKEN “Moving Mary Brown’s into more urban areas demands a modern and fresh look to ensure the brand engages savvy customers who have virtually unlimited dining options,” he adds.

The new look pays tribute to the brand’s heritage, while achieving a more contemporary vibe. Chahin says it’s fresh and fun, with a maple leaf added to reflect the brand’s all-Canadian focus. The updated logo will be used in all promotional materials, and accompany new in-store design elements and finishes.

This rebrand will roll out in early 2018 for any new store openings, and existing locations will be refreshed over the next two years. “A rebrand enables us to elevate the Mary Brown’s brand, without losing our current charm or straying from who we are,” says Chahin. While the logo may change, the commitment to their product, and their hospitality, will remain.

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TATERS

Why did the chicken cross the road? To get to the Mary Brown’s on the other side Chahin says that the system success is owed in part to its product, which is made from scratch with fresh ingredients. “We hand cut, marinate, bread, and cook our chicken at each and every store. We cook our food in small batches in our proprietary cookers throughout the day to ensure superior quality and taste, and of course, freshness,” he says.

Another strength of the system is the franchisees.

“We truly have operators who care. They care about their guests, their teams, and their communities, and are very passionate about the brand and what it stands for,” explains Chahin. “Most of our franchisees are owner-operators who are engaged in their business and are very hardworking, dedicated individuals. It feels like a family.”

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

COVER STORY

“Finding new franchisees who are the right cultural fit for Mary Brown’s is also a critical component for future success and future growth. We look for like-minded individuals who can help us extend our brand while maintaining its integrity.”

Hadi Chahin, President and COO of Mary Brown’s

One such franchisee is Rob Sills of Grand FallsWindsor, Newfoundland. Mary Brown’s has been in his family for 40 years. “My grandfather, my uncle, and my father were franchisees of Mary Brown’s,” says Sills.

While he did move out of province for a number of years, the plan was always for him to follow in his father’s footsteps. When his father passed away suddenly, he felt like it was time to take over the business. “I love being back in Newfoundland, and this franchise has provided me with the life that I want. I can provide for my family and live a comfortable life.”

Sills says that there are many benefits to being a franchisee, but the one that stands out to him is community involvement. As a franchisee, he’s participated in initiatives like events in partnership with the Special Olympics, contributing to local food banks, and hiring local Newfoundland artists to play music in the store.

“I’m involved in the community in ways that I wouldn’t be able to be if I was in another line of work. And that makes the job really rewarding,” he says.

Sills says he’s excited about the upcoming changes to the brand’s look. “Updating the look is really a move to go after a younger demographic and a younger audience to grow our business. I believe that’s what it will do. I’ve seen some of the materials already, and I’m excited about it.”

A big part of Mary Brown’s growth and success is due to franchising. “Adding 50-plus stores in the last few years would not have been possible without franchising, and with every new store that we open, we grow our brand awareness and our customer base – and that supports existing and new franchisees alike,” explains Chahin.

The franchise model, which allows individuals to own their own business with the support and help of an existing franchisor, can give franchisees a leg up on business success. “Many of our existing franchisees are now

growing into their second, third, and even fifth locations.

It works!” affirms Chahin.

Birds of a feather The Mary Brown’s ideal franchisee has a passion for customer service. “Ideally, the candidate has some food background and restaurant experience, but we have successful franchisees who did not come from the foodservice industry,” says Chahin. “Finding new franchisees who are the right cultural fit for Mary Brown’s is also a critical component for future success and future growth.

We look for like-minded individuals who can help us extend our brand while maintaining its integrity.”

Head office provides a four-week training program leading up to the store’s opening day, and there’s a turnkey option for store construction. Additionally, “We have a dedicated team who supports the franchisee in the opening, and then our field operations and marketing teams will take over and provide ongoing support and planning,” says Chahin. In the case that the franchisee is an investor, the store manager or part owner will go through the training process to make sure that someone on site can train the team on how to deliver a great product and hospitality-driven service.

Sills has only positive things to say about the support he’s received as a franchisee. “There’s been growth in the number of support people and marketing people who have come on board in the last seven years. Store visits and support have gone up significantly.” Additionally, regular conference calls are used to explain marketing initiatives, and regional directors are available to come into stores and help with challenges that arise.

One issue that Sills encountered was with staffing in his store. “In this type of business, the challenges that you face are recruiting and motivating a great staff and a great team.” To address this area of difficulty, he’s used

FranchiseCanada March | April 2018

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COVER STORY

“We firmly believe a superior product and outstanding guest service can take us anywhere.” the technique of trying to understand what an employee or potential employee wants out of their job.

“If you’re taking the job as a stepping stone job, then you have my complete resources to help you get to that point,” he says. “In doing so, I get the best of the employee while they’re here, and I’m able to attract a better employee.”

While there are always problems that can pop up, the ongoing support, in combination with some great advice, helps paint a picture for how to overcome them. “Follow all procedures meticulously,” advises Sills. “Give your guests the best Mary Brown's experience they can get, and you will be successful, and most importantly, take pride in making the product.”

Pursuant to his own fulfilling franchisee experience, Sill recommends that franchisees also get involved in the community. “Use every opportunity you can to get your product into the hands of prospective guests. Include

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charity and a sense of community-mindedness in your guest experience.”

Flying forward Looking ahead to the next 50 years, Chahin sees a lot of growth for the franchise system. “Our goal is to reach 200 stores by 2020,” he says. While this growth will be mostly in Ontario and British Columbia, certain areas in other provinces, as well as the international market, will also see expansion.

“We opened a store in Florida in 2007, our first venture into that market. We are considering future expansion in that area and potentially overseas, as well,” he explains.

“We firmly believe a superior product and outstanding guest service can take us anywhere.”

MARY BROWN’S STATS Franchise units in Canada: 137, US: 1 Corporate units in Canada: 15 Franchise fee: $25K Investment required: $400K+ Start-up capital required: $150K+ Training: 4-6 weeks Available territories: All of Canada In business since: 1969 Franchising since: 1969 CFA member since: 1982

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Taking Food from Fast to Fabulous Four quick service restaurant franchises that are serving up value and convenience

By Gina Makkar

As the quick service restaurant (QSR) sector continues to expand, convenient locations, good prices, and excellent customer service are more important than ever. Check out how four QSR brands stay competitive with unique, forwardthinking, and innovative approaches that take food from fast to fabulous.

FranchiseCanada March | April 2018

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QUICK SERVICE RESTAURANTS

Dairy Queen Canada Serving tempting treats and delicious food for more than 70 years, Dairy Queen (DQ) has mastered the recipe of sweet success. “The local community really takes ownership of the brand, and it becomes a focal point in the community,” says Tony Watters, Director of Franchise Development. It’s a place where fans can enjoy a little happy, whether they’re celebrating a great report card or a moving ballet performance.

Though it’s challenging to remain competitive in the QSR category, especially when it comes to building a burger that will tempt the tastes of the local consumer, the sweet treats and Orange Julius blended fruit drinks offer DQ the advantage of offering multiple brands under one roof.

The franchise anticipates growth opportunities in Quebec and Ontario in the next few years, and with more than 6,000 locations in 29 countries worldwide, it can track emerging trends and test products in countries around the world. To keep it sweet, the brand is consistently developing new, unique creations only available at DQ. When it comes to selecting a franchisee, Watters says it boils down to the person behind the application, and

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whether the concept is a good fit with their lifestyle.

“The amount of time and energy they will put into a successful operation means a commitment to being in their location full time.”

DQ also seeks investors with at least three years of food experience and the financial ability to invest and grow. “We have an outstanding group of franchisees across Canada,” says Watters, noting that many second and third generations are coming into ownership.

“Franchisees have options, and we are thrilled that they would consider us in their investment plans. At the end of the day, it has to be the right fit and the right time for the right applicant.”

Watters advises franchisees to do their homework.

“You’re going to sign an operating agreement that in the case of Dairy Queen, will last 20 years, so be prepared for what is ahead. The relationship with you as a business owner in our system is important to us, and we want you to be prepared.”

DAIRY QUEEN CANADA STATS Franchise units in Canada: 654, US: 4454, Other: 1689 Franchise fee: $30K-$45K Investment required: $400K+ Start-up capital required: 200K+ Available territories: All of Canada In business since: 1940 CFA member since: 2000

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

QUICK SERVICE RESTAURANTS

Fatburger “The name of the store was my idea. I wanted to get across the idea of a big burger with everything on it . . . a meal in itself.” — Fatburger Founder, Lovie Yancey What Yancey started in 1947 quickly became a landmark, where greats like Redd Foxx and Ray Charles flocked to custom-order their burgers. The principles of quality that Yancey strived for at her burger stand are hallmarks of the brand today, from Alberta Angus beef with no binders or fillers to fresh, premium ingredients.

The build-your-own-burger experience is complemented by hand-scooped, real ice cream milkshakes and homemade-from-scratch onion rings.

“It only takes one visit for our guests to see that Fatburger is indeed a different experience,” says Tracy Frazer, Director of Marketing. Each meal is cooked to order and served in approximately six-to-eight minutes, with fresh ingredients and the same traditional cooking techniques as used 70 years ago.

In Canada, the first Fatburger opened in 2005 in Vancouver, British Columbia, and it’s been growing ever since. With restaurants in 37 countries worldwide, prospective franchisees benefit from investing in a concept with a proven track record. For Fatburger, the ideal inves-

tor loves interacting with guests, and more importantly, loves the food that they serve. Once on board, extensive training takes a hands-on, old-school approach, where franchisees learn by diving in. Once a restaurant is open, ongoing support is provided with store visits, regional meetings, advertising programs, and more.

Fatburger’s advice for fostering franchise success is to find something that you’re passionate about, and do it. “At Fatburger, we are passionate about quality, food, and service. We love having new guests come to our restaurant and seeing their reaction to how great our food looks and tastes when it arrives at their table. We take joy in making people smile. If you have this type of passion for your business, it stops being work,” says Frazer.

FATBURGER STATS Franchise units in Canada: 43 Corporate units in Canada: 9 Franchise fee: $50K Investment required: $475K-$575K Start-up capital required: $175K-$400K Training: 2 Months Available territories: All of Canada CFA member since: 2009

FranchiseCanada March | April 2018

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QUICK SERVICE RESTAURANTS

King of Donair Ready for a royal taste sensation? Halifax, Nova Scotia based King of Donair has served up its popular donairs, donair pizza, and more for over 40 years. The family-run business recently began franchising, with two locations set to open in Edmonton and Grand Prairie, Alberta. “We continuously hear people requesting donairs outside of Nova Scotia. It’s unique, and people are craving it,” says President Norman Nahas.

The company has worked hard to open minds to this exciting food option by building a culture and familiarity around the donair. “The theatrical aspect of watching a donair cook provides a different level of enjoyment and intrigue,” says Nahas. The open kitchen allows customers to watch the process of building their donair from start to finish. “People are more educated about their food. They want to be able to see the quality, and they question it when they can’t.”

To date, they’ve served donairs to some of the best chefs in the world, including Anthony Bourdain. To help build awareness, the King set up several pop-up locations, where customers waited hours for a taste. Nahas says the positive response to their brand is humbling.

“We are far from just filling a void in people’s stomachs.

Our culture is light, and it’s enjoyable. Right now, the rod

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is scorching, and we’re getting ready to strike.”

They plan to expand in Western Canada, where the brand is already well known. “The population out there has asked for us,” says Nahas. “We are also finding a lot of interest from existing pizza and shawarma operations, where the infrastructure is already there, but the conversion will offer the benefit of a national brand at their fingertips.”

Nahas says they look for hard-working owner-operators that exude the culture and brand. “They enjoy what they’re doing, and enjoy the donair world and the fun that comes along with it. Being an entrepreneur has risks and rewards, but done right with the proper synergy it doesn’t feel like work, and you will see the reward.”

His advice for franchisees? “Be aware of how the system works and understand if it’s for you. The right owner will exude energy, love, and passion for what they are doing, and they will be successful.”

KING OF DONAIR STATS Franchise units in Canada: 2 Corporate units in Canada: 5 Franchise fee: $20K In business since: 1973 CFA member since: 2017

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

QUICK SERVICE RESTAURANTS

Panago Pizza Panago Pizza opened its first location in British Columbia 30 years ago, and today has more than 190 locations.

It continues to grow, with a focus on expanding in the Toronto and Ottawa areas.

“We believe our customers relate to us because of what we put into our products,” says Todd Wylie, Vice President of Development.

With more than 30 recipe pizzas, there’s something for everyone, and Panago is constantly improving the quality of its offerings. “That’s where our passion and focus and attention is. Yes, it’s about ordering a pizza on a hockey night, but you want to make sure you feel good about feeding it to yourself and to others.”

All ham, Italian sausage, pepperoni, and salami is made from pork raised without the use of antibiotics; the Italian tomato sauce is made from 100 per cent organic tomatoes and spices; and dough is made fresh in store daily. Wylie says that though there’s a cost to improving quality, Panago makes it a core aspect when developing its product.

The straightforward, convenient ordering options like online and mobile ordering make it easy for customers to choose Panago as they go about their day. In fact, when the company transitioned to a central call centre in the mid2000s, the move created a notable shift for Panago. “It bred a culture of customer service. When you have your own staff and call centres, you learn the culture of customer service, and that’s where it began for us,” explains Wylie.

To help remain accessible to the customer, Wylie says a focus on franchise engagement leads to customer and employee engagement, aspects that will help build a strong QSR company. “We believe strongly in employee engagement and team engagement; I think it’s going to win the day.”

When Panago meets prospective investors, the approval process is for both parties. In addition to meeting the financial needs, successful franchisees are those that want to grow with the company. Thirty per cent of store owners are multi-unit operators, and in the emerging market, this continues to grow.

Wylie’s advice for franchisee success is to choose a concept that fits the long-term goal. “It’s a big decision, a lot of money, and a tremendous amount of time, so you have to make sure that you can grow with the company.

You have to be a hundred per cent dedicated to store operations. Customer service levels have to be high to be competitive in this industry. Focus on your team, engage with employees, and deliver exceptional customer service. If you can do that and you have a good quality brand behind you, the sky is the limit.”

PANAGO PIZZA STATS Franchise units in Canada: 195 Corporate units in Canada: 5 Franchise fee: $25K Investment required: $478K (average) Start-up capital required: $160K Training: Initial and ongoing training Available territories: AB, BC, MB, NB, NL, NS, ON, PE, SK In business since: 1986 Franchising since: 1986 CFA member since: 2004

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Women of the Franchising World Four females in franchising share their challenges, successes, and advice

By Georgie Binks As the world celebrates International Women’s Day on March 8, honouring the social, economic, cultural, and political achievements of women, FranchiseCanada recognizes the female members of the Canadian franchising community.

More entrepreneurial women are entering the franchise world, and here we showcase four hardworking females who have paved their own way to success in franchising, and share their words of wisdom for the next wave of franchisees and franchisors.

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

WOMEN OF THE FRANCHISING WORLD

Hand & Stone Massage and Facial Spa You might wonder why a Hand & Stone Massage and Facial Spa franchisee’s stress levels and a neighbourhood’s love of its cottages are related. “We opened in August, which is not great for that neighbourhood, which has the highest cottage ownership in Canada. I had a full staff, and not much happening,” explains Vivian Mah, who owns a Hand & Stone franchise in Toronto’s Bloor West Village.

Mah’s solution? She quickly made up a batch of flyers with friend and family discounts, and hit area businesses – and found success. As Mah’s stress levels decreased, so did the neighbourhood’s.

The Hand & Stone franchise concept, based on convenience and affordable massage and skin therapy, opened in 2008, and started franchising in 2009. Today, there are 25 franchise locations in Canada, and 336 in the United States. A lifestyle program offers members discounts on services, products, and gift certificates.

Mah spent 20 years in marketing and sales before jumping into franchising. “I was always passionate about skin care, and spent a lot of money and time getting massages and facials, so I networked to see how to get into the industry.” After picking up an aesthetics diploma and working in the industry on a marketing and sales level for a number of years, she decided to open her own franchise in an industry she loves.

As far as being a female franchisee, she says, “We’re dealing with people who are stressed or going though

rough times, and are maybe not in the best shape physically and mentally. That connection with your clients and your team is a large part of your location’s success.

As a woman, I think you’re more sensitive.”

Her advice to prospective franchisees: “You’re pretty much working 24/7 from the beginning. You have to love a massage and facials.”

That being said, she would definitely do it all over again. “Opening any business is a risk, but when you open a good franchise concept, the work’s already done for you. You put your personal touch on it, but it’s a minimized risk.”

HAND & STONE MASSAGE AND FACIAL SPA STATS Franchise units in Canada: 25, US: 336 Corporate units in Canada: 1 Franchise fee: $39K Investment required: $359K-$513K Training: Three weeks Available territories: All of Canada In business since: 2008 Franchising since: 2008 CFA member since: 2008

FranchiseCanada March | April 2018

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WOMEN OF THE FRANCHISING WORLD

Lice Squad.com If you’ve ever tackled head lice by calling Lice Squad.com, you’ll know that its President, Dawn Mucci, is not unlike Wonder Woman. Mucci started her business removing the pesky little critters in 2000, and turned it into a franchise the following year. She says her inspiration was quite simply, “Personal experience and seeing a problem that needed to be solved, and a gap in the market.”

Lice Squad.com provides full service head lice removal, checking, and education. It also offers a full line

of eco-friendly products for head lice care. What differentiates Lice Squad.com is their people, products, and exclusive innovation like Canada’s only Lice Protection Plan in partnership with TruShield Insurance, and a mineral-based head lice solution called Super Hero #1 Time Head Lice Solution.

Even though the business is successful, with 35 locations and 150 providers, Mucci has faced her fair share of challenges over the years. “Wearing all the hats in the beginning of the business was hard, no pun intended.

Financing the growth of the business without giving up equity and finding people with the skills I didn’t have, and frankly couldn’t afford, was a huge challenge. Through persistence, passion, and innovation, I eventually attracted more business, profits, and people who loved what I was doing, and who joined me on the mission.”

She says being a female in business has been a benefit. “Depending on how ambitious and busy you get, it all comes down to carving out the lifestyle you want, and learning to say ‘no thank you’ or ‘yes please.’”

She says the ideal franchisee has passion, empathy, and persistence, with a drive to achieve success and financial freedom. Marketing, communications, business, and sales experience is preferred. She says fran-

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

WOMEN OF THE FRANCHISING WORLD

chisee support is provided in the form of communication through Friday News, regular franchise meetings, and a biennial convention.

The key to success, she says, is don’t pick head lice.

“Learn the process, and then train others to do it. Outsource and delegate what you’re not good at, and focus your time on building relationships, marketing, and selling your products and services. In the end, never be afraid to ask for help, and surround yourself with diverse and talented people. After all, people are what make a business great.”

LICE SQUAD.COM STATS Franchise units in Canada: 17 Corporate units in Canada: 18 Franchise fee: $17.5K-$35K Investment required: $8.5K-$60.5K Start-up capital required: From $20K Training: Provided (excluding travel/hotel costs) Available territories: AB, BC, MB, NB, NL, ON, PE, SK In business since: 2001 Franchising since: 2002 CFA member since: 2006

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www.janiking.ca FranchiseCanada March | April 2018

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WOMEN OF THE FRANCHISING WORLD Print Three “My grandfather was a publisher, and my husband’s grandfather, a graphic designer – it’s funny I ended up doing a combination of the two.”

It seems like fate that Eleanor Rinne is as happy with her Print Three franchise in Toronto today as she was 30 years ago, when she signed on with the retail print company. At the time, Rinne was juggling a job with a large corporation that was downsizing, with three small children, and was looking for a 9-to-5 Monday-to-Friday job. Franchising with Print Three was the perfect fit.

The Canadian-owned franchise, which works mostly with small-to-mid-sized businesses (but is happy to handle larger clients, as well) started in 1970, began franchising 10 years later, and boasts 47 locations today. “All owners are personally involved day-to-day, so every client gets that extra personal service,” says Rinne.

She laughs when acknowledging that her biggest challenge has been being accountable to herself. “I couldn’t blame anybody for anything; it was all me. The good days were mine to enjoy, and the bad days were my creation. It’s amazing how the buck stops at my desk.”

Rinne has high praise for Print Three as a franchisor.

“They’re fantastic, ahead of the curve, bringing us the new-

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

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WOMEN OF THE FRANCHISING WORLD “I couldn’t blame anybody for anything; it was all me. The good days were mine to enjoy, and the bad days were my creation. It’s amazing how the buck stops at my desk.” est trends, and training us. My biggest problem is that I’m technologically not swift, but my husband is. We’ve made sure our staff is up to date and really on the ball with all the new technology. I can sell it, but I can’t do it.”

She says being a female franchisee hasn’t had a major impact on her franchising experience. She advises prospective franchises not to resent royalty fees, to do as much research as they can on the market, and to get a lawyer and an accountant involved from the very beginning.

And, of course, make sure you find something you love.

PRINT THREE STATS Franchise units in Canada: 50 Franchise fee: $40K Investment required: $200K Available territories: All of Canada In business since: 1970 Franchising since: 1981 CFA member since: 1999

FranchiseCanada March | April 2018

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WOMEN OF THE FRANCHISING WORLD

Ricky’s All Day Grill “I love this – it’s my passion,” says Goldie Hazrah of her Ricky’s All Day Grill franchise in Edmonton, Alberta. Hazrah, who has owned her franchise for the past six years, previously spent 14 years in the restaurant industry. She was drawn to Ricky’s, which serves breakfast, lunch, and dinner, because of its food quality and impressive head office team and support.

The mother of twin boys, now 21, she also felt the franchise offered a good work/life balance. “I’m a morning person, and you’re home in the evenings. My kids are old enough now, but at that time, they still needed me to drive them around.”

She says being a mother has actually been terrific training for running a franchise like Ricky’s. “In this business, it’s important to be good at multi-tasking.

The staff are your kids, so you’re managing them, and giving them the support they need. I think women have a bit more patience than men. It’s much easier for us to deal with situations you run into in the restaurant industry.”

Hazrah says the company, which started in 1962, began franchising in 1978, and now has 85-plus locations, offers ongoing training and support, with everything from new menus to help dealing with issues like saving on labour and food costs.

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Hazrah says the biggest challenges are staffing and customer comments, but she always sticks to the positives. “When customers comment, I take it as an opportunity. That’s the best way for me to take care of it and improve. It’s important for staff to remember that our customers love coming here because of the great service and food they have come to expect. Sometimes working in a busy restaurant isn’t for everyone, but I’m committed to helping develop any staff member with a passion for great customer service.”

So happy is Hazrah with the franchise, she opened a second location in November in partnership with a staff member, who’ll manage it. Her advice for prospective franchisees: “Whatever you do, you have to love it.”

RICKY’S ALL DAY GRILL STATS Franchise units in Canada: 81 Corporate units in Canada: 5 Franchise fee: $45K Investment required: $950K+ Start-up capital required: $250K Training: Complete hands-on training + strong support Available territories: AB, BC, MB, NB, NS, ON, PE, SK In business since: 1962 Franchising since: 1978 CFA member since: 1999

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Fresh and Flavourful FranchiseCanada outlines Asian cuisine franchises from coast to coast Asian cuisine is a mainstay in Canada, with franchises offering Japanese, Chinese, and Thai menus, not to mention those from Korea, India, Vietnam, and more. If you have a taste for these fresh and authentic flavours, and are noodling over which franchise is the right fit, you’ve come to the right place!

Here, FranchiseCanada profiles Asian food franchises across the country, to help you pinpoint the franchise that will best meet your business tastes. Read on to find your franchise flavour!

FranchiseCanada March | April 2018

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FRESH AND FLAVOURFUL

™

Bento Sushi Bento Sushi is Canada’s largest and fastest-growing sushi company, with locations across the country and expanding into the United States.

Conveniently located in “grab-and-go” kiosks, shopping centres, hospitals, and schools across Canada, Bento Sushi is committed to delivering quick, fresh, and convenient products consumers can feel good about eating.

The company is looking for sushi-loving franchisees who possess a can-do attitude and have a hands-on approach to life. Franchisees receive on-site training at one of Bento Sushi’s corporate facilities, documentation including a recipe index and operations manuals, a dedicated corporate Area Manager for ongoing support, and access to a national distribution system.

Franchise units in Canada: 11 Corporate units in Canada: 10, US: 3 Franchise fee: $25K Investment required: $300K Start-up capital required: $100K Training: 3 weeks Available territories: All of Canada, US, International In business since: 1996 Franchising since: 2013 CFA member since: 2016

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Chin Chin Street Side Kitchen For more than 30 years, Chin Chin has established itself as one of the most iconic restaurant brands, with locations across Los Angeles and on the Las Vegas strip. Chin Chin Street Side Kitchen is a fast casual concept that focuses on providing great Chinese American Cuisine, unparalleled quality and freshness, and the highest level of service and ambience.

Chin Chin Street Side Kitchen provides ongoing support and training, a proven menu, location assistance, marketing and advertising support, and more. The company is looking for franchisees who have a passion for providing excellent food and service in a fast and affordable format, while being their own boss.

Corporate units in US: 5 Franchise fee: $25K Investment required: $350K-$750K Start-up capital required: Minimum $150K (unencumbered) Training: 4-6 weeks Available territories: ON In business since: 1983 Franchising since: 2017 CFA member since: 2017

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Edo Japan Edo Japan has been in the business of providing fresh, delicious Japanesestyle fast casual food for more than 35 years. Its unique style of cooking, made to order on Teppanyaki grills, was a first in Canada, and it is now one of the most popular and successful franchise chains in Canada. Edo Japan’s restaurants are experiencing explosive growth, high sales productivity, and excellent return on investment at both its mall and street front concepts.

Edo Japan offers all franchisees comprehensive training and support that includes personalized assistance from the dedicated franchise team. This includes an extensive five-week handson training program and continued support after opening to ensure success.

Franchise units in Canada: 119 Corporate units in Canada: 5 Franchise fee: $30K-$35K Investment required: $300K-$500K Training: 5 weeks Available territories: AB, BC, MB, ON, SK In business since: 1979 Franchising since: 1981 CFA member since: 1995

FRESH AND FLAVOURFUL

Element Fresh

KimChi (MTY)

Element Fresh is the leading casual dining brand in Shanghai and across China, with an all-day dining menu including health-fuelled and flavour-filled dishes infused with many superfoods. Initially famous for its wholesome, gourmet salads and fresh fruit juices, the western-style menu includes a wide selection of continental appetizers, innovative dinner entrees, and American‐style breakfasts.

All franchise partners are provided with proven kitchen, dining, and delivery SOPs, all having been fine-tuned over the past 15 years. Element Fresh also has a professional team who provide full training for each new restaurant, which involves on-site coaching and postopening support.

KimChi Korean Delight is the first Korean quick service restaurant in Quebec, created by MTY Group in 2007.

This concept successfully responds to consumer demand for healthy, fresh, and enticing menus, while educating consumers on the next sensation in Asian cuisine. KimChi specializes in authentic Korean dishes, such as its famous BBQ meats, flavourful soups, and stir-fried dishes.

KimChi franchise owners have access to the expertise of highly-experienced professionals, who have made KimChi a top-notch health food concept through delicious and healthy recipes, training and operational support, purchasing power, and established advertising and marketing strategies.

Corporate units in other: 40 Investment required: Dependent on territory size Start-up capital required: Dependent on territory size Training: Full training programs available Available territories: All of Canada (Major Canadian cities) In business since: 2002 Franchising since: 2017 CFA member since: 2017

Franchise units in Canada: 10 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: $125K Training: Yes Available territories: All of Canada, US, International In business since: 1979 Franchising since: 2006 CFA member since: 2008

Koryo Korean Barbeque (MTY) By marrying some of the finest Korean culinary traditions with modern day lifestyles and tastes, Koryo restaurants proudly offer “Affordable Gourmet.” Every meal is carefully prepared with grade A meats, no preservatives, and no MSG. Food orders are fired up on a hot grill right before customers’ eyes, while the excellent service at each restaurant is complimentary with every meal.

The most important aspect of franchisee qualification, aside from financial ability, is the ability to adopt the Koryo culture, or in other words, the candidate’s business and personal attitude toward franchising. Koryo is a very unique venture, which thrives on bringing strong, ethical, and conscientious leaders onto its team.

Franchise units in Canada: 14 Corporate units in Canada: 1 Franchise fee: $30K for 10 years Investment required: $375K-$450K Start-up capital required: $200K Training: Yes Available territories: All of Canada In business since: 1998 Franchising since: 2004 CFA member since: 2012

FranchiseCanada March | April 2018

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FRESH AND FLAVOURFUL

KOYA JAPAN (MTY)

The focus of Koya Japan is fast, fresh, and delicious meal choices to satisfy the health-conscious individual.

Each meal is “made-to-order” and grilled to perfection right before the customer’s eyes, then complemented by one of the brand’s famous sauces.

Koya Japan’s teriyaki and yakisoba dishes have been enjoyed by customers since 1985, and the menu also includes ramen, noodles, and Japanese curry dishes.

Koya Japan is continuing to grow, and is looking for dedicated franchise owners who are enthusiastic and passionate about Japanese food to join its team. Franchisees are selected based on business acumen and experience, financial viability, character and attitude, effective learning and communication skills, and more.

Franchise units in Canada: 16 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: $200K Training: 2 weeks Available territories: All of Canada In business since: 1979 Franchising since: 1985 CFA member since: 2008

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Manchu Wok (MTY)

Manchu Wok is one of the largest oriental quick service restaurant chains in Canada and the United States. The company started in the early 1980s, and operates primarily in food courts of large regional malls and non-traditional locations. Chefs use market-fresh vegetables, and cook using the wok – the world’s oldest cooking method.

Manchu Wok supports its franchisees every step of the way. It is involved from the start, and will remain on hand as the business progresses, always available for constant training and guidance to maintain high standards and quality.

Franchisees are also provided with professional and timely marketing and communication materials.

Franchise units in Canada: 75, US: 29, Other: 6 Franchise fee: $30K for 10 years Investment required: $375K-$450K Start-up capital required: $200K Training: 2 weeks Available territories: All of Canada, US, International In business since: 1980 Franchising since: 1990 CFA member since: 1990

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Mandarin Founded in 1979, Mandarin Restaurant Franchise Corporation is an award winning, all-you-can-eat buffet restaurant serving Chinese and Canadian food, as well as a la carte and take out menu items, in the Southern Ontario region.

Mandarin is committed to providing fresh and quality food to customers at all times.

Mandarin only accepts franchisees from within its existing system. Mandarin franchisees must work for at least one year at any of the restaurants. Upon favourable recommendation, potential applicants will then be admitted to the training program at corporate headquarters. Franchisees are selected from this pool of applicants.

Franchise units in Canada: 25 Corporate units in Canada: 1 Franchise fee: 10% of total set-up cost Investment required: $3M Training: 1-3 years Available territories: ON In business since: 1979 Franchising since: 1989 CFA member since: 1993

FRESH AND FLAVOURFUL POWERED BY

Noodlebox The demand for fresh, easily customizable food is rapidly growing, and Noodlebox has been a trusted name in the business for more than 15 years.

The Noodlebox brand is designed to be highly competitive in urban and suburban markets: the menu and store design is distinct enough to appeal to urbanites, yet both aspirational and approachable enough to ensure everyone feels comfortable.

Noodlebox partners with franchisees every step of the way. From site selection, store design, and training to ongoing operational and marketing support, the systems are designed to put success within reach. The franchise is currently looking to grow the brand from British Columbia through to Ontario.

Franchise units in Canada: 11 Corporate units in Canada: 5 Franchise fee: $35K Investment required: $448K-$595K Start-up capital required: $30K Training: 8 weeks Available territories: All of Canada In business since: 2003 Franchising since: 2009 CFA member since: 2017

Rolltation – Sushi Burrito Rolltation is Toronto’s newest hybrid food, offering customized hand-held sushi burritos, as well as poké bowls and salads. Each menu item containts the perfect combination of proteins, veggies, and sauces to satisfy customers’ need for that fresh, healthy, delicious food.

Rolltation provides franchisees with a successful business structure, site selection assistance, access to its food distribution and supply chain, training, recruitment assistance, brand marketing, menu development, and continuous business analysis. There are three different store types: fast casual (approx.

1500 sq. ft.), express (approx. 800 sq. ft.), and food court restaurant (approx.

300 sq. ft.).

Franchise units in Canada: 4 Corporate units in Canada: 2 Franchise fee: $30K Training: Operation + Leadership Available territories: All of Canada

THE OFFICIAL ONLINE FRANCHISE DIRECTORY OF THE CANADIAN FRANCHISE ASSOCIATION

With over 1,300 franchise opportunities in Canada, searching for the right one can be overwhelming.

That’s why the Canadian Franchise Association (CFA) created its free online member directory LookforaFranchise.ca - to make the franchise investigation process easier. Here’s how LookforaFranchise.ca can help you find your perfect franchise fit: NARROW YOUR SEARCH INFORMATION YOU CAN TRUST CONTACT FRANCHISORS DIRECTLY GET THE INFO YOU NEED QUICKLY

START SEARCHING TODAY! Visit LookforaFranchise.ca FranchiseCanada March | April 2018

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FRESH AND FLAVOURFUL

Sukiyaki (MTY)

SushiGO (MTY)

Sushiman (MTY)

Established in 1988, Sukiyaki has a long-standing tradition in serving fast Japanese comfort food. The Teppan grill is the focal point, and is where the most popular teriyaki and yakisoba dishes are freshly prepared every day for customers. Sukiyaki also offers a variety of noodles, sushi, and noodle soups.

Sukiyaki offers a two-week intensive training program at one of its training centres, where the highly-skilled operations team will train franchisees, step by step, on everything they need to know to prepare all menu items. Franchisees will also receive extensive training on how to efficiently and effectively manage their Sukiyaki business.

SushiGo is a boutique concept specializing in the preparation and sale of sushi, soups, and salads, to take out or eat in. Its mission is to help customers discover gourmet-quality Asian food at an affordable price. SushiGo also offers a large selection of quality teas, offered by cup or in bulk.

SushiGo has several locations in Ottawa and Gatineau, but the franchisor doesn’t compromise when it comes to putting quality before quantity. A SushiGo has to be backed by committed, passionate people, or it won’t open.

That’s why they’re looking for more than just investors – they’re looking for ambassadors.

Sushiman is a modern Japanese fusion concept offering traditional sushi rolls, as well as a wide selection of unique creations. Customers choose from a wide assortment of combos, made fresh throughout the day by passionate chefs, or from the vast à la carte selection that is guaranteed to satisfy a sushi craving. Sushiman is a great option for a fresh and healthy meal on the go.

The Sushiman team supports franchisees at every stage of business development: business plan, financing, selecting a location, negotiating a lease, training, management support, advertising campaigns, and research and development.

Franchise units in Canada: 14, Other: 9 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: $200K Training: 2 weeks Available territories: All of Canada, US, International In business since: 1979 Franchising since: 1988 CFA member since: 2008

Franchise units in Canada: 3 Franchise fee: $30K-$40K Investment required: $300K-$500K Start-up capital required: $75K-$100K Training: 2-3 weeks (depending on experience) Available territories: ON, QC, US In business since: 2007 Franchising since: 2008 CFA member since: 2008

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Franchise units in Canada: 9 Franchise fee: $25K Investment required: $250K-$350K Start-up capital required: $200K Training: 3 weeks Available territories: All of Canada In business since: 2006 Franchising since: 2006 CFA member since: 2016

FRESH AND FLAVOURFUL

Sushi Shop (MTY)

Tandori, Indian Cuisine (MTY)

Thai Express

Sushi Shop’s unique approach to Japanese cuisine offers an impressive variety of delicious, nutritious meals prepared fresh daily to enjoy on the spot or to take home. Beautifully designed, Sushi Shop restaurants meet growing demand for affordable, healthier meals any time of the day with an enticing selection of delectable sushi.

Sushi Shop is always searching for passionate, hardworking people who want to contribute to its growth and development as a leading restaurant brand. By joining the Sushi Shop family, franchisees will benefit from its experience and expertise, and will receive the support and guidance that one needs to operate a successful small business.

Tandori serves Indian cuisine, with recipes inspired by the traditional “Tandori” Indian oven cooking style.

The mouth-watering curries, marinated meats, and vegetables are prepared in specialized equipment that allows Tandori’s easy-to-operate restaurants to serve gourmet traditional Indian cuisine in a modern quick service format.

Tandori prepares traditional recipes, which were carefully developed by three generations of award-winning chefs from India.

The largest Indian franchise restaurant chain in North America, Tandori continues to add original menu items that incorporate the latest food trends in North America.

Thai Express is the leading quick service Thai restaurant brand in North America. The Thai Express vision of success is to exceed customer expectations by offering an interesting variety of authentic Thai food prepared and served by well-trained and motivated staff.

Thai Express provides continuous support and professional guidance to all franchisees from the early stages of training and development, all the way through to the exciting opening day and beyond. Thai Express offers a two-week intensive training program at one of its training centres in Quebec or Ontario for all new franchisees and chosen staff, which focuses on food preparation and experienced operations.

Franchise units in Canada: 144 Franchise fee: $30K-$40K Investment required: $300K-$500K Start-up capital required: $75K-$150K Training: 4 weeks Available territories: All of Canada, US, International In business since: 2000 Franchising since: 2001 CFA member since: 2008

Franchise units in Canada: 12, Other: 1 Corporate units in Canada: 1 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: $125K Training: Yes Available territories: All of Canada, US, International In business since: 1979 Franchising since: 2008 CFA member since: 2008

Franchise units in Canada: 288, Other: 5 Franchise fee: $30K-$40K Investment required: Mall: $375K-$450K Street: $450K-$575K Start-up capital required: 35%-50% Training: Yes Available territories: All of Canada In business since: 1979 Franchising since: 2000 CFA member since: 2008

(MTY)

FranchiseCanada March | April 2018

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FRESH AND FLAVOURFUL

eat-in • TAKE-OUT • DELIVERY

Thaizone (MTY)

Tiki-Ming (MTY)

Founded in Quebec City in 2007 by locals, Thaizone rapidly established a strong position in the quick service restaurant market throughout the old city.

Thaïzone prides itself on high-quality ingredients, delicious recipes, and outstanding customer service. The goal is to offer fast, fresh, and nourishing Thai meals as a great alternative to fast food.

Thaizone is becoming increasingly popular thanks to its focus on superior product quality and providing outstanding customer service based on a multiservice concept: restaurant service, takeout orders, and drive-thru service.

On top of this, its marketing strategies and recipe selection will keep customers coming back for more.

Tiki-Ming is one of Canada’s pioneers in the Chinese quick service industry.

Since 1983, Canadians have enjoyed the delectable tastes of Tiki-Ming’s cuisine.

Tiki-Ming offers an extensive menu of authentic Chinese dishes made with only fresh ingredients and served fast and hot.

Tiki-Ming is continuing to grow in the restaurant services industry, and is looking for dedicated franchise owners who are excited and passionate about Tiki-Ming food to join its team. TikiMing proudly serves customers in more than 40 locations, in the provinces of Ontario, Quebec, Alberta, and British Columbia. The brand has also expanded internationally, with locations in Bahrain, Qatar, and Morocco.

Franchise units in Canada: 39 Franchise fee: $30K Investment required: Approximately $300K to $425K Start-up capital required: Approximately 10% to 35% Training: 1 month Available territories: All of Canada, US, International In business since: 2007 Franchising since: 2008 CFA member since: 2014

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Franchise units in Canada: 30, Other: 10 Corporate units in Canada: 2 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: $200K Training: 2 weeks Available territories: All of Canada, International In business since: 1979 Franchising since: 1983 CFA member since: 2008

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Twisted Indian Wraps Twisted Indian Wraps is a fast casual concept in the Indian segment.

The cornerstone of the Twisted Indian Wraps concept is “exceptional Indian flavour prepared slowly, served fast.” All items are made to order, and the menu includes roti wraps, naan wraps, salads, poutine, burgers, and Indian meals.

Franchisees receive support when it comes to site selection, lease negotiation, construction, training, marketing, design, and ongoing operations.

Restaurant experience is always helpful, but experience running another type of business working with employees is a major asset. A comprehensive training program and support manuals will help franchisees to learn the business.

Corporate units in Canada: 2 Franchise fee: $25K Investment required: $275K-$300K Start-up capital required: $125K encumbered cash Training: 3 weeks in Barrie, Ontario Available territories: All of Canada In business since: 2015 Franchising since: 2017 CFA member since: 2017

FRESH AND FLAVOURFUL

Vie & Nam

Wasabi (MTY)

Wok Box

Vie & Nam is a concept wrapped around fresh home-style Vietnamese favourites served in a fast and trendy environment at affordable everyday cost. Vie & Nam strives for excellence, and takes great pride in the food that it prepares. Therefore, all items are prepared fresh using only the best ingredients.

Born in 2008, Vie & Nam wanted to share Vietnamese culture, and blend it with today’s trends. Healthy, simple, and full of flavour is what Vie & Nam is all about (vie=life, nam=abundant).

Wasabi Grill and Noodle is a new, contemporary quick serve Japanese concept. Wasabi is a dynamic and exciting brand that caters to a market of increasingly sophisticated customers demanding the latest and greatest in the food industry. Wasabi Grill and Noodle is committed to providing a premium Japanese Teppan-style quick-service experience. Prepared fresh daily, menu items use only the finest and freshest ingredients.

Wasabi Grill and Noodle stands behind the quality and authenticity of its food, and its modern, sophisticated, and sleek design sets it apart from the competition.

Wok Box Fresh Asian Kitchen serves up an Asian-inspired menu within a contemporary, energetic atmosphere.

With food cooked right in front of the customer’s eyes, this fast casual restaurant appeals to every palate and dietary need.

Wok Box offers gluten friendly, vegetarian, and vegan options alongside traditional meat dishes. Fast, unbelievably fresh, and extremely flavour filled are undeniable hallmarks of this growing brand.

To ensure each franchisee is equipped with a thriving business environment, the experienced Wok Box teams utilize successful systems and training programs that are designed to provide support from build out to dayto-day operations.

(MTY)

Franchise units in Canada: 4 Franchise fee: $30K-$40K Investment required: $375K-$450K Start-up capital required: 30% Training: Yes Available territories: All of Canada, International In business since: 1979 Franchising since: 2008 CFA member since: 2008

Franchise units in Canada: 2 Franchise fee: $30K for 10 years Investment required: $375K-$450K Start-up capital required: $200K Training: 2 weeks Available territories: All of Canada In business since: 2013 Franchising since: 2015 CFA member since: 2015

Franchise units in Canada: 50, US: 1, Other: 2 Corporate units in Canada: 1 Franchise fee: $30K Investment required: $184K-$430K Start-up capital required: $140K Training: 4-8 weeks Available territories: AB, BC, MB, NB, NL, NS, ON, SK, US, International In business since: 2004 Franchising since: 2005 CFA member since: 2009

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Do You Have What it Takes to Succeed as a Franchisee?

A look at the top 10 traits of best-in-class franchisees

You’re ready to start a business, and have decided that the franchise business model is the right fit for you: you want to operate your own business, while having the support of an established system behind you.

But before you get started and take that giant leap into franchise ownership, it’s essential to remember that franchisees are small business owners, and it takes a special combination of skills and traits in order to own and operate a business that resonates with your community.

Here, we’ve compiled a list of 10 of the top attributes of Canada’s most successful franchisees. So read on, and get ready to undertake a serious self-assessment to ensure you have what it takes to join the ranks of elite franchisees across the country!

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

DO YOU HAVE WHAT IT TAKES TO SUCCEED AS A FRANCHISEE? 1. Hardworking There’s no doubt about it: franchising is a lot of work.

Above all else, in order to thrive, a franchisee needs to be able to put in the time and effort to make their business a success. This is especially true for the first three to six months you’re in business, when you’ll be spending long hours learning the system and laying the foundation for a strong business.

2. Focused Based on the amount of work you’ll be putting into your franchise (see point #1), you need to be 100 per cent focused on franchising, as it’s a full-time career that requires full-time participation. Don’t entertain any notions of being able to balance franchising with another job or career; with most franchise businesses, there simply won’t be time for other employment endeavours. If you’re not ready or able to focus on your franchise full time, you may want to reconsider this path.

3. Business oriented

4. Able to lead While you’ll be following the franchise system, as a franchise owner, you’re in charge of your operation, and are responsible for your staff, and your results. It’s up to you to encourage and motivate your team members, to provide guidance, and to solve any issues as they arise, so you need to be ready to heed this call.

5. Enjoy working with people Franchising is a people-focused business: you’ll not only be interacting with your team of employees, but also with the customers/clients you serve in a public-facing capacity. You need to be able to work with people to resolve problems, and to put your customers and community first. On top of that, you also need to be able to work with the franchise head office team, who will be there to provide continuous support.

©2015 Firehouse Subs.

Most franchise systems don’t require you to have specific skills or experience in the category you’re entering (for example, you often don’t need to have food experi-

ence to own a restaurant franchise), but almost all franchisors are looking for candidates with strong business acumen. Ideally, you have an education or work background in business, with general business skills and know-how that can be transferred to assist you in running your franchise of choice.

Ignite Your Future Join forces with Firehouse Subs as we expand into Canada. Multi-unit franchise opportunities available throughout Ontario.

For franchise info, contact Brent Greenwood at Franchising@FirehouseSubs.com or call 877.887.8330

Join us on Facebook and LinkedIn

FranchiseCanada March | April 2018

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DO YOU HAVE WHAT IT TAKES TO SUCCEED AS A FRANCHISEE? Franchises are replicable businesses that are consistent from one location to the next, so you need to follow the system to the letter to ensure that your business looks and operates the same as every other franchise in your system.

6. Able and eager to communicate As you’ll be spending so much time on a daily basis with your team and your customers/clients, you need to be an effective communicator. You should be able to clearly articulate tasks and expected outcomes to employees so they can thrive, and strong communication skills will also be a major asset in developing relationships with members of your community, which is critical for local marketing efforts.

7. Ready to follow a system While you need to have entrepreneurial skills to own and operate your own business, you also need to remember that in franchising, you’re not going it alone. While the

day-to-day operation of your franchise falls on you, ultimately, you’ll be following the system of operations as set out by your franchisor.

Franchises are replicable businesses that are consistent from one location to the next, so you need to follow the system to the letter to ensure that your business looks and operates the same as every other franchise in your system. While you may not enjoy the freedom and flexibility of setting all of your own rules as you see fit, don’t forget that you’ll have the support of your system when you need it most, which is something that often can’t be beat.

8. Adaptable To meet changing consumer needs, franchises need to follow suit, and will undergo rebranding and renovations, and put new advertising/marketing programs in place to cater to these customers. This means changes will often be introduced by the franchisor, and you need to be prepared to incorporate these changes, and to make time for any ongoing learning/training.

Franchise legislation and labour laws are also changing the way franchises operate, so you need to look to your franchisor to provide updates on any legislative

A GOLDEN OPPORTUNITY.

When opportunity knocks, you have to answer. Especially when it’s a golden opportunity. Like owning and operating a McDonald’s® franchise in your community – which has proven to be a rewarding way to achieve success. Be a part of the world’s most recognized brand and join the thousands of business entrepreneurs who are already part of the winning team.

To learn more about franchising opportunities with McDonald’s Canada, please visit www.mcdonalds.ca 2018 McDonald’s

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

DO YOU HAVE WHAT IT TAKES TO SUCCEED AS A FRANCHISEE? changes, so you can ensure you’re meeting all legal requirements.

9. Patient When you’re putting in the hard work and long hours, it can be hard to remember that successful businesses aren’t built overnight. While you’ll be off to a strong start with the help of an established system of operations from the franchisor, it will still take time to grow your franchise business into a successful operation. But if you can be patient and stick with it through the first development period, you’ll be through the hardest part, and on your way to success.

Looking for more resource articles to help you get started in franchising?

Head to www.FranchiseCanada.Online today to find more information, tips, and expert advice!

10. Passionate As they say, when you’ve found the career that you’re truly passionate about, it doesn’t feel like work at all.

While the other nine skills and traits listed above will definitely be key to your franchising success, having passion for what you do is absolutely essential. When you find the franchise category and business that you love, you’ll be more ready and willing to rise to any challenges that come your way as you take your business to new franchising heights!

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FranchiseCanada March | April 2018

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Marching to the Beat of Their Own Drum

Four unique franchise concepts for entrepreneurs seeking a distinctive opportunity

By Kym Wolfe

If you’re drawn to the idea of something different, the following four franchises have all cornered their own unique franchising market, whether it’s concrete mixing, independent divorce resolution, mobile airbrush spray tanning, or eyewear finishing. Read on to learn more about what sets these systems apart.

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

MARCHING TO THE BEAT OF THEIR OWN DRUM Concrete Genius For the past 50 years, the concrete industry has used essentially the same technology, says Ian Grant, one of the Co-founders of Concrete Genius. Now his company is shaking up the industry with its Omni-Mixing Technology™, which provides several benefits, including accurate mixing and a consistent product with an unmatched 100 per cent performance for eight consecutive years (confirmed by third-party testing). The company has its roots in Alberta, and now has five locations in that province, including two franchise operations that opened in 2017. It’s looking to expand across Canada, as well as internationally.

“Omni-Mixing Technology™ is a serious game changer. Our franchise concept allows people to access it and the concrete industry, which has massive barriers to entry,” says Grant. “Starting a concrete business can be a very risky and daunting task to take on by yourself – it can be a massive undertaking to try to source the right materials at economical prices, then learn and master how to consistently turn those materials into a high-quality product.”

“We help Concrete Genius franchisees source and test materials, and build mix designs to consistently produce high-quality concrete, with a differentiator in technology

that gives them a huge leg up on their competitors. Plus, we help facilitate market development and penetration into higher margin specialty applications in which OmniMixing Technology is the best performer.”

The ideal franchisee is entrepreneurial, with a sales focus and an ability to run the business independently with the support of Concrete Genius. Having some kind of a trades background would be helpful, as typically the franchisee will drive the truck and produce and pour the concrete. Franchisees job shadow and receive hands-on training until they complete a certification process and prove their ability to run the operation themselves.

Customers are mainly general contractors and concrete finishers, and repeat sales are key. “You don’t need a ton of customers to be successful,” says Grant, “but those relationships need to be formed and nurtured.”

CONCRETE GENIUS STATS Franchise units in Canada: 2 Corporate units in Canada: 1 Franchise fee: Varies by area Investment required: $270K+ (varies by what you want) Available territories: All of Canada, US, International In business since: 2017 CFA member since: 2017

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MARCHING TO THE BEAT OF THEIR OWN DRUM “Our franchisees’ success is our success, so we are hyper-focused on ensuring they have everything they need.”

Fairway Divorce Solutions Over a decade ago, when Karen Stewart found herself unexpectedly on the doorstep of divorce, she got herself a good lawyer and went to court. “After five long years and over $500,000 in legal bills, both our ability to co-parent and our net worth were destroyed. I knew there had to be a different way, and I looked upon it as an opportunity to change the way divorce happens, so I launched Fairway Divorce Solutions in 2006. Since then, we have impacted thousands of Canadians going through divorce by helping them reach independently negotiated resolutions.”

The Fairway system is based on Stewart’s learning and experience in finance, business, negotiation, and mediation. Stewart explains that the company takes couples from start to finish through their divorce. In addition to negotiating a win-win outcome, they quarterback all other professionals, including legal advice, business valuations, etc. Fairway ensures its clients are empowered decision makers, ensuring they understand the laws and the long-term financial and relationship consequences.

Franchisees must have some professional background in family law/mediation, strong financial acumen and communication skills, and an entrepreneurial mindset. And they must have an unwavering passion about making a difference in people’s lives.

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Initial training – 60 hours of online content plus 80 hours in class with a focus on role playing – is supplemented by ongoing coaching and enterprise classes that support business growth. “Our franchisees’ success is our success, so we are hyper-focused on ensuring they have everything they need,” says Stewart.

Stewart‘s goal in starting Fairway was simple: offer a way to divorce that is less acrimonious for the couple, less emotionally traumatic for the children, with resolution being reached within a shortened time frame. “We have the privilege of guiding couples going through one of the most emotional experiences of their lives. Fairway has a step-by-step process that works, and we can make a positive impact not just now, but on future generations.”

FAIRWAY DIVORCE SOLUTIONS STATS Franchise units in Canada: 5 Corporate units in Canada: 2 Franchise fee: $19.5K Start-up capital required: $24.2K- $52.5K Training: 10 days in class, 40 hours online Available territories: All of Canada In business since: 2006 Franchising since: 2008 CFA member since: 2016

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

MARCHING TO THE BEAT OF THEIR OWN DRUM

Tan on the Run When Nicole Hyatt started her mobile airbrush spray tanning business in Toronto in 2008, the busy mompreneur had no clue that her concept would spread across Canada to every province but Prince Edward Island, or that Tan on the Run would eventually operate in overseas countries like Egypt and Namibia.

“My son was six months old, and I had brought him with me to a tanning salon. I thought, ‘Wouldn’t it be great if I could do this at home?’” Timing was good, with people becoming attuned to the dangers of tanning beds, and a growing preference for organic products, which is what Tan on the Run uses.

“After I started it, I received numerous inquiries from people who wanted training, and I decided to franchise to create a network of independent women who could run their own businesses,” says Hyatt. To promote affordability, Hyatt charges each new franchisee a flat monthly franchise fee versus a royalty based on sales.

“People are generally getting a spray tan for a happy reason – they’re getting married, going on vacation, doing a photo shoot,” says Hyatt, so it tends to be an emotionally satisfying business. There’s also no store front, overhead is low, and franchise owners can work flexible hours, setting appointments to suit their schedules. There is a seasonal rhythm to the business, with mid-February to mid-September and pre-Christmas being the busiest times of year.

The ideal franchisee is a people person, customer service oriented, motivated, and self-disciplined. It’s physically demanding work, and operators need to be

“After I started it, I received numerous inquiries from people who wanted training, and I decided to franchise to create a network of independent women who could run their own businesses.” comfortable working with naked people. Business experience is an asset, but not mandatory.

All training is provided in Toronto, but Hyatt can also go out to the new franchise location. “We can get them up and running in six to eight weeks, and provide 24/7 support. They will never be left hanging.”

TAN ON THE RUN STATS Franchise units in Canada: 37, Other: 6 Corporate units in Canada: 1 Franchise fee: $200-$400 monthly Investment required: $10K-$25K Training: One week Available territories: All of Canada, International In business since: 2006 Franchising since: 2007 CFA member since: 2016

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MARCHING TO THE BEAT OF THEIR OWN DRUM

VisionTech Labs When people purchase prescription eyeglasses from an eye care practitioner, they may not think about what goes on behind the scenes to fill the order. The lenses are processed at a surfacing lab, where they are surfaced to match the prescription, then mounted and edged into the frame. That last step in the process may be done in a finishing lab that is owned by a VisionTech Lab franchisee, a relatively new concept in the industry.

“We are the only Ophthalmic franchise finishing lab in the industry,” says Linda Said, Business Unit Manager at HOYA Lens Canada Inc. Franchisees will ideally have sales skills and optical knowledge – preferably an optician licence, says Said, to be able to speak the language when dealing with clients, and to do everything in the lab, but it isn’t required. “We can teach them everything.”

This B2B franchise can be run as a one-person shop, with the micro-lab typically set up in an industrial park, strip mall, or medical building. VisionTech supplies stock lenses on consignment, corporate marketing campaigns (mostly all marketing support materials are provided at no cost to the franchisee), ongoing training including an annual training meeting with travel and accommodation costs paid for by corporate head office, and territory managers who provide ongoing support at a more local level.

It can be challenging to compete with large labs and big-buck chains, says Said, but VisionTech has found

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that many eye care practitioners like to deal with a local service, both for convenience and to support local small business. “They get fast service, quality products, competitive pricing, and a quick turnaround time.”

VisionTech has six franchise locations in Prince Edward Island, Quebec, and Ontario. HOYA LENS CANADA INC, the franchisor, is a large multinational company with reps across Canada who also bring business to corporate surfacing/finishing labs, and helps train the franchisees and their customers on new products. HOYA is also interested in opening new franchises in areas that it currently doesn’t reach.

HOYA Vision Care Canada provides precision prescription laboratory services and high-quality ophthalmic lenses to eye care professionals and franchise labs across the country. HOYA invests heavily in research and development. The result is a world-renowned range of products providing total eye care.

VISIONTECH LABS STATS Franchise units in Canada: 6 Franchise fee: $20K+ Training: Yes Available territories: AB, BC, MB, NB, NL, NT, NS, NU, PE, SK, YT In business since: 1996 Franchising since: 2011 CFA member since: 2012

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

is pleased to present

a Special Franchise Focus on the

HOME, RENOVATION & MOVING SECTOR

TM

IT PAYS

FEATURED IN THIS EDITION: Gorilla Property Services............................55 www.GorillaPropertyServices.com/Franchise

Pillar To Post.....................................................57 www.pillartopostfranchise.com

Prep ‘n Sell..............................................52 & 53 www.prepnsell.com

Toodaloo Pest and Wildlife Services......55 www.ToodalooPestControl.com/Franchise

SPECIAL FOCUS ON HOME, RENOVATION & MOVING FRANCHISES

There’s No Place Like Home

Franchises that are helping Canadians turn houses into homes Many Canadians dream of buying a residence and making it their own, either to live in themselves, or to rent to tenants. Once the big purchase is made, however, the home still needs to be updated, renovated, and cared for: the house needs to feel more like a home.

Property ownership comes with a lot of responsibility, and with lives busier than ever, homeowners can’t do it all on their own. Between renovations, upgrades, and maintenance, and then outdoor concerns like lawn care, roofing, and siding, there are a variety of ongoing needs when it comes to home upkeep.

Luckily, homeowners have a whole host of options to turn to when a repair or renovation falls outside of their area of expertise, or when they simply don’t have time in their busy schedules to deal with overseeing or completing these projects.

Read on to learn more about some of the top-notch franchises that are helping to improve and maintain homes, including projects big and small, and everything in between!

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SETTING THE STAGE FOR SUCCESS PREP ‘N SELL FRANCHISEES THRIVE IN THE HOME STAGING BUSINESS

By Karen Stevens

B

etween finding a real estate agent and somewhere new to live, plus packing up and making your house presentable for sale, moving can be a stressful time. That’s where Prep ‘n Sell comes in. “We offer a one-call service to real estate agents and their clients, providing them with everything they need to put up their home for sale,” explains David Collier, Prep ‘n Sell Founder and President.

The franchise concept itself came out of a gap Collier noticed in the market. “I was in the cleaning business, and I saw a need for real estate agents to be able to prep homes for sale.” Instead of hiring handymen, contractors, cleaners, and contractors themselves, clients can call Prep ‘n Sell. “Nobody brings it together like us. They call us a stager on steroids,” says Collier.

Meet two of Prep ‘n Sell’s finest franchisees Julie Smith, a Prep ‘n Sell franchisee in the Beaches neighbourhood of Toronto, did a lot of soul searching before deciding to become a franchisee. “My passion for my 25-year career was gone, and I didn’t feel like I was putting 100 per cent into it, so I worked with some coaches to learn about my hobbies and values, and how to transfer those into something,” she says.

Smith had known Collier for many years through her squash league. She asked him about his business, and visited the Prep ‘n Sell website, where she noticed that all of the franchisee requirements aligned with her personal values. She was also searching for a business that she wouldn’t have to build up from scratch. “I saw that the branding was very professionally done. I was quite impressed by it all, and that’s how I made my decision,” she recalls.

Richard Foster of Langley, British Columbia moved into franchising after more than 30 years in retail management, “I’ve made a lot of money for other companies in my life, and I saw an opportunity for me to build a business on my own,” he explains.

He chose Prep n’ Sell for a few reasons. “I’ve always owned my own properties and believed in real estate as an investment,” he says. “I thought Prep ‘n Sell was a brilliant idea: we’re in a market by ourselves. Sure, there are lots of tradespeople, but there’s no one catering right to the real estate and home sale market.”

According to Foster, one of the biggest benefits of being a Prep ‘n Sell franchisee is that “You are running your own business, so you are as busy or as slow as you want to be.” He recommends a Prep ‘n Sell fran-

PROMOTED STORY

chise because “It’s essentially recession-proof.” Another upside is the franchise fees, which are relatively low, plus franchisees can work out of their homes.

For Smith, one of the biggest benefits is the flexibility it affords. “If you need to focus on your family or your hobbies, you’re able to juggle your job around them,” she says.

challenge is finding quality tradespeople who are available when you need them. The way Foster has overcome this challenge is to “treat tradespeople better than the industry as a whole treats them,” he says. For example, he pays tradespeople as soon as a job is completed, because he knows that sometimes they have trouble getting compensated.

Getting prepped for success Training for new franchisees takes place at the company’s headquarters in Toronto. “When we train a franchisee, we put them through a one-week training course, and then we give them ongoing support,” says Collier.

Along with bi-weekly e-blasts and social media communication, Collier helps franchisees find ongoing success. “We help them determine their business goals, and what they can do to achieve them. It’s ongoing coaching, not just support. We are trying to create a healthy business,” he emphasizes.

To keep up to date, franchisees have to always be learning. “Every house has a unique issue,” says Foster.

“I find out which people fix these problems regularly, and then I connect with them. Whenever possible, I go on site with them to see how it gets taken care of. After that, I essentially become an expert, because I’ve done my homework,” he says.

Smith stays current in a number of ways, from networking to doing a lot of reading. She says it’s a big benefit that the franchise is a member of the Building Industry and Land Development Association. “The focus on residential and commercial construction, and that membership allows us to get training on a monthly basis, to learn about situations and products, and to make new contacts.”

Of course, starting up a new franchise is not without some challenges. For Prep ‘n Sell franchisees, the biggest

Finding the right fit Collier says the ideal Prep ‘n Sell franchisee is a real people person. “They like to get out, be social, and network.

Whether that’s networking with real estate agents or talking to people and meeting them in their homes, you have to be outgoing.” They should also have project management skills and some business acumen, and while renovation experience is an asset, it’s not a necessity.

For anyone thinking about a Prep ‘n Sell franchise, Smith stresses the importance of putting the customer first. “If you don’t listen to the customer and you don’t ask questions, you’re going to end up having challenges,” she points out. “Treat people how you’d like to be treated, and make sure that they are happy at the end of your communication with them.”

Foster says the best way to ensure success is to pick something you love, as opposed to something you’re doing just to make money. “The successful small business owners that I meet and network with are all passionate about what they do. I think that’s what is most important.”

For more information about Prep ‘n Sell franchise opportunities, contact: David Collier dcollier@prepnsell.com 416-201-1010 IT PAYS www.prepnsell.com

TM

SPECIAL FRANCHISE FOCUS The economic impact of home ownership (Canadian Home Builders Association, 2016 Economic Impacts)

69% of Canadians own a home

4 in 5

Canadians want to buy a home

Residential Construction Impacts:

Economic Impacts of New Home Construction:

1,008,392 jobs $59.4 billion in wages $138.3 billion

198,463 new housing starts 421,942 on-site and off-site jobs $25 billion in wages $67 billion in investment value

in economic activity

$4

Economic Impacts of Home Renovation and Repair:

586,450 jobs $34.4 billion in wages $71.3 billion in investment value

Canadians are keen on home renovations (2017 CIBC Home Renovation Poll)

56%

of Canadian homeowners who planned to renovate were choosing to upgrade their current home instead of selling their home to buy another

More homeowners planned to renovate in 2017 than in 2016

Average renovation budgets were lower in 2017

2016 – 37% 2017 – 48%

2016 - $13,017 2017 - $11,795

Top renovation projects in 2017:

How Canadian homeowners planned to pay for renovations in 2017:

48% Landscaping – 38% Bathroom renovation – 31% Basic maintenance –

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67% planned to use cash or savings 25% planned to borrow to cover the costs

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

trillion

in assets in Canadian homes

BOSS! BE YOUR OWN

High growth potential Strong profit margins Technology platform, call center and marketing support Have fun with your own business in a growing industry Low investment…exclusive territories at $40k!!

New Brunswick

British Columbia

Prince Edward Island New Brunswick Prince Edward Island

New Foundland

New Foundland

Manitoba

PEST CONTROL

Nova Scotia

Ontario

604-984–7342 www.ToodalooPestControl.com/Franchise mike@toodaloopest.com Alberta Nova Scotia

Manitoba

New Brunswick

New Foundland

Saskatchewan

New Foundland

Manitoba

British Columbia New Brunswick

Manitoba

Saskatchewan

New Foundland

British Columbia

Ontario Ontario

Prince Edward Island

Nova Scotia

PROPERTY MAINTENANCE

604-984–7342

Manitoba

www.GorillaPropertyServices.com/Franchise mike@gorillapropertyservices.com Alberta Ontario

Alberta

Manitoba

Ontario Prince Edward Island

New Foundland Prince Edward Island New Brunswick

New Foundland

SPECIAL FRANCHISE FOCUS Average spending on goods and services/Share of spending on shelter by province, 2015 (Statistics Canada: Survey of Household Spending, 2015)

British Columbia

$64,797 30.7%

Newfoundland and Labrador

Alberta

$76,535 28.3%

$57,112 23.2%

Manitoba

$56,168 26.3%

Prince Edward Island

Quebec

$50,193 27.0%

Saskatchewan

$65,959 26.0%

Ontario

$62,719 30.6% New Brunswick

Canada $60,516 28.9%

$50,994 25.6%

Average spending on goods and services Share of spending on goods and services pertaining to shelter

$50,192 24.2%

Nova Scotia

$52,546 27.0%

Household Spending Canadian households spent an average of $60,516 on goods and services in 2015, up 2.5% from $59,055 in 2014.

Spending on shelter accounted for 28.9% of this total, followed by transportation (19.4%) and food (14.3%) Households spent an average of $17,509 on shelter in 2015. This category includes rent, mortgage payments, repairs and maintenance costs, property taxes, and utilities.

Among homeowners, average spending on shelter was $19,478 in 2015, accounting for 28.2% of their total spending on goods and services. Renters spent an average of $13,518 on shelter, representing 31.2% of their total consumption.

Spending on shelter was highest among households in population centres of 1 million or more, at $19,803. Households in rural areas reported the lowest average spending at $12,549.

Households in Alberta reported the highest average spending on shelter at $21,642, while those in New Brunswick averaged the lowest at $12,171.

Households in British Columbia (30.7%) and Ontario (30.6%) allocated the largest shares of consumption to shelter among the provinces, while households in Newfoundland and Labrador spent the smallest proportion (23.2%).

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

ADVERTORIAL

HAVING PROUDLY SERVED HIS COUNTRY, VETERAN BRINGS WORK ETHIC, VALUES TO NEW HOME INSPECTION CAREER

H

aving served his country proudly for 25 years in the Canadian Armed Forces, Scott Robertson of Nova Scotia can think of nothing better than to continue serving his fellow Canadians as one 2017’s new franchisees of Pillar To Post Home Inspectors®.

His company serves the entire Halifax Regional Municipality.

The 44-year-old Robertson served as an Air Maintenance Superintendent in the military and was drawn to Pillar To Post because of its reputation as a trusted advisor using leading-edge technology to assist clients in the home buying and selling process. Already possessing the technical background, ethics and values instilled from his military career, Robertson said his honesty and integrity give him the foundation to provide trustworthy, reliable and professional service to his Pillar To Post clients. Robertson is the first military veteran to become a franchise owner with Pillar To Post Canada.

“We are used to a culture that welcomes the best and the brightest

franchise candidates to our system,” said Eric Steward who is the Marketing Manager of Franchise Development for the company. “Our franchisees, in turn, offer service to their customers that reflect that. From husband and wife teams, to housing industry professionals looking for a business of their own, to military veterans, and franchisees with police and fire department backgrounds, we are ranked Number One in North America for a reason. Our franchisees helped us get there.”

“A second career as a Pillar To Post home inspector will continue to further my dedication to helping people and supporting the local community,” Robertson said. “I have worked at home and abroad on behalf of Canada, volunteering with Habitat for Humanity on several occasions and building orphanages in Haiti after the 2010 earthquake. I continue to volunteer my time to different causes in our area.”

Over a span of 24 years, over three million families have counted on Pillar To Post® to be their trusted

A Pillar To Post home inspector consults with a client.

advisor when buying or selling a home. According to Entrepreneur Magazine’s (January 2018 Franchise500 ®) Pillar To Post ranked as the Number One in Category for the 17th consecutive year! The home inspection giant is also proud of its continued inclusion in the following Entrepreneur Magazine rankings.

• Top Home-Based Franchises • Best of the Best • Top Low-Cost Franchises • Top Franchises for Veterans • Fastest Growing Franchises

ABOUT PILLAR TO POST HOME INSPECTORS Founded in 1994, Pillar To Post Home Inspectors is the largest home inspection company in North America with nearly 600 franchises located in 49 states and nine Canadian provinces. Long-term plans include adding 500 to 600 new franchisees during the next five years.

FOR FURTHER INFORMATION, PLEASE VISIT WWW.PILLARTOPOSTFRANCHISE.COM

SPECIAL FRANCHISE FOCUS

E HOM RS, E OW NTHE

BY ERS B NU M

9.5

million

More than 9.5 million of the 14.5 million households in Canada owned their home in 2016, representing a home ownership rate of 67.8%.

68.4%

The rate of home ownership has been relatively stable over the last decade. In 2006, the rate was 68.4%, and in 2011, it was 69.0%. In contrast, over the period from 1991 to 2006, the home ownership rate rose from 62.6% to 68.4%.

Trends

Many factors contribute to trends in home ownership, including demographics, the size of the housing stock, availability and the cost of alternatives to home ownership, interest rates and access to financing, and Canadians’ preferences and needs.

Baby boomers

The sustained growth in home ownership prior to 2006 was related, in large part, to baby boomers purchasing homes. By 2016, most baby boomers were already homeowners.

Future trends will be affected by how long baby boomers remain homeowners, and whether younger generations own or rent their homes.

76.7%

The Atlantic Provinces had the highest home ownership rates in Canada in 2016. Newfoundland and Labrador ranked first, with a home ownership rate of 76.7%, well above the national average of 67.8%.

Low rates Condo living Quebec and the Territories had home ownership rates below the national average. Home ownership has historically been low in Quebec, and at 61.3% in 2016, it was the lowest rate among the provinces.

Nunavut, at 20%, had the lowest rate in the country, including both provinces and territories.

Provincial Condos trends by area Over the last decades, home ownership rates declined in the Atlantic Provinces, Ontario, British Columbia, and Nunavut, while they increased in Quebec and the Northwest Territories.

Age

Home ownership is strongly related to age.

The home ownership rate was 43.6% among 20-34-year-olds in 2016, compared to 70.1% for people aged 35-54. The home ownership rate was highest at 76.3% for 55-64-year-olds, and was slightly lower, at 74.6%, for the population aged 65 and over.

(Housing in Canada: Key Results from the 2016 Census [Statistics Canada])

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In 2016, 13.3%, or close to 1.9 million households, were living in condominiums, up 1.2 percentage points from 2011. Of these households, almost 1.3 million (67.1%) were owners, while 606,570 (32.9%) were renters.

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

The share of households living in condominiums varied among census metropolitan areas (CMAs) in 2016. Vancouver (30.6%) had the highest proportion of households living in condominiums, surpassing Calgary (21.8%) by a wide margin. AbbotsfordMission (21.5%), Kelowna (21.3%), and Toronto (20.9%) also had rates of more than one in five households living in a condominium.

?

Franchising Are you

Then YOU should be a member of the Canadian Franchise Association

With over 600 corporate members, the CFA brings together the best in franchising

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LEADS

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CREDIBILITY

Only CFA speaks for the franchise business model to enhance, protect, and promote franchising to governments, the media, and the public.

Only CFA offers a 360° multimedia suite of lead generation solutions including websites, tradeshows, magazines, e-newsletters, and special programs to help you find your next franchisee.

Only CFA provides franchisors the full scope of learning opportunities: oneon-one Mentor Programs, articles and papers, one day conferences, and a National Convention that provides, among other things, exclusive CEO networking opportunities.

Only CFA membership can position your company amongst the leading franchise systems committed to excellence in franchising.

There are lots of reasons leading franchises become CFA members.

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DISCOVER ALL THE BENEFITS OF MEMBERSHIP. Contact: RUTH STUART MOORE 1-800-665-4232 Ext. 247 Email: membership@cfa.ca or Visit: www.cfa.ca/join

HOME-GROWN & LOCALLY-OWNED

100% Canadian Franchise Systems

High quality counts. Whether it’s food for humans, food for pets, or an invigorating spa treatment, an emphasis on excellence makes all the difference. And excellence is what these three all-Canadian systems strive for – for franchisees and customers alike.

by David Chilton Saggers HABANEROS MODERN TACO BAR Franchise units in Canada: 2 Corporate units in Canada: 4 Franchise fee: $50K (Combination Cheese Curds/ Habaneros) Investment required: $670K-$870K Start-up capital required: $150K Training: yes Available territories: All of Canada In business since: 2012 Franchising since: 2016 CFA member since: 2016 Bill Pratt knows food, and so he should. The navy veteran cooked for members of British royalty while serving on the Royal Yacht Britannia in 1983. But after 27 years at sea, the former Chief Petty Officer (1st class) came ashore, and he never gave up his interest in food.

Pratt’s first food venture was Cheese Curds Gourmet Burgers + Poutinerie, and his second was Habaneros Modern Taco Bar in 2012. Pratt says he intended to open a soup and Panini chain, but a non-compete clause in a lease meant he couldn’t, so he said, why not Mexican with a modern twist instead? And thus Habaneros, which prepares all of its food in-house, was born in Dartmouth, Nova Scotia. There’s now a second location in Dartmouth, and two other Habaneros, as well in Bedford and Halifax, Nova Scotia.

Pratt sold his first Habaneros franchise in 2017 in Oromocto, New Brunswick, and another, also last year,

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in Truro, Nova Scotia. A third Habaneros franchise was slated to open in January this year in Sydney, Nova Scotia.

“We’ll grow the East Coast first,” is how Pratt, Dartmouthbased Founder and CEO, describes the expansion plans.

The cost of a franchise varies depending on whether a Habaneros restaurant is twinned with a Cheese Curds.

A single Habaneros location costs about $350,000, and a Habaneros-Cheese Curds combo costs from $670,000 to $870,000. Training in Dartmouth takes a month, and Pratt says every aspect of the system is covered. “We will teach franchisees financials, and everything else.”

Further, says Pratt, a team from head office will stay with a franchisee as long as their help is needed.

As for who’s investing with Habaneros, Pratt says there are a number who are starting second careers.

They don’t need to have a food service background, he continues, but some exposure to business would help, and they must have good people skills and a customer service orientation. “They must go that extra mile,” says Pratt, whose customers cross all demographics.

The benefits of the Habaneros system are extensive, says Pratt. There’s high brand recognition for one thing, and for another, sound business practices and procedures have been established, allowing Habaneros to coach and mentor its franchisees.

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

MULTIMENU CANADA Franchise units in Canada: 161 Corporate units in Canada: 1 Franchise fee: $3K+ Training: Yes Available territories: All of Canada In business since: 1996 Franchising since: 1996 CFA member since: 2017 Canadians love pets. And those 14 million cats and dogs – and every other household animal across the country – need to eat.

That’s where MultiMenu comes in. The Laval, Quebec-based system offers high-quality pet food delivered free to pet owners from a central warehouse. Direct selling is the wave of the future, says Gérald Tremblay, President of MultiMenu Canada. That means his company is poised to take advantage of the changing sales landscape with a direct-to-home system that eliminates costly bricks-and-mortar stores and extensive inventory stored in warehouses.

MultiMenu began 21 years ago, says Tremblay, who bought the company in 2009 after realizing what his part of the service sector was going to look like. He began franchising the same year he bought MultiMenu, and now there are 150 franchises in the system. Most of them are in Quebec, but there are others in New Brunswick and in southern and southwestern Ontario, where the company is expanding, and there are plans to move into Western Canada.

With the exception of six small mall locations, all are home-based, and a single franchise can cost as little as $3,000, although franchisees need a reliable vehicle, too.

A master franchise that covers six or seven franchises costs from $20,000 to $25,000. Training on the nutritional aspects of the food MultiMenu sells takes one day, and every six months there’s further instruction when it comes to nutrition. Training in sales and the system’s customer relationship management software takes about another half-day.

MultiMenu’s target customer is a woman aged 25 to 45, says Tremblay. “The decision-maker in our industry is a woman. Women are selective about pet food.” And they keep coming back every five weeks to buy more food packaged in bags that have a patented opening to keep the product fresh, he continues.

Many MultiMenu franchisees are young-to-middleaged couples, with the women taking care of sales and administration, and the men making deliveries. As for the qualities he’s looking for among potential investors, Tremblay says, “We’re looking for what we call ‘doers.’” Those “doers” will benefit from the low cost of entry, healthy margins, and a low overhead, he explains, and of course, the promise of repeat business thanks to those much-loved pets.

FranchiseCanada March | April 2018

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VIXEN NAILS•SALON•SPA Corporate units in Canada: 4 Franchise fee: $35K-$45K Investment required: $250K-$350K (Franchise Fee Included) Training: 4 weeks (all inclusive), plus ongoing training and support Available territories: All of Canada In business since: 2011 Franchising since: 2017 CFA member since: 2017 In 2011, Karen Dixon spotted a gap in her particular market: high-quality salon and spa treatments at an affordable price. So she started Vixen Nails•Salon•Spa with one location in Milton, Ontario, and soon added a second in Mississauga, also in Ontario. Since then, Vixen Spa has been so successful that two more are slated to open early this year in the Greater Toronto Area. All are corporate locations, but Dixon, the system’s Founder and CEO, who began franchising in 2017, says there are already five franchisees readying for business in Ontario and British Columbia this year.

“We hit that sweet spot,” says Dixon about the Vixen Spa system, headquartered in Mississauga. They perform high-quality treatments and operate with highquality sanitizing standards – cleanliness and clients’ health and safety should be no small consideration in the spa industry. Their wide range of services includes manicures, pedicures, facials, waxing, massages, makeup, hair salon services, and laser hair removal.

Dixon, who’s an esthetician and human resources professional by training, says clients can avoid waiting for their appointments if they book ahead online or by using the Vixen Spa app on their mobile phones. Walkins, of course, are welcome, but they can know there won’t be any wait time if they book ahead. Women aged 21 to 65 are Vixen Spa’s target, although they also serve men, and lots of groups, such as wedding parties, princess parties, and corporate events.

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The Vixen Spa expansion plans are in Ontario for the time being, although Dixon says they’ve had franchise interest from coast to coast, including British Columbia and Quebec. The cost of a franchise is from $250,000 to $350,000, and every spa has the same design features, the same signature colours of red and black, and runs from 1,200 to 1,800 square feet. All are essentially turnkey operations.

Franchisees don’t need to have any experience in the spa sector, but “they definitely need to have a passion for the beauty business,” says Dixon. “And we want someone who thinks about customers first.”

Dixon says she’s met a lot of married couples inquiring about investing with the system, as well as women looking to become entrepreneurs or work more flexible hours. The training at Vixen Spa is hands-on. “We pretty much have an answer for everything, because we have the industry knowledge to continue to successfully operate our locations,” she says.

The benefits of investing with Vixen Spa include relatively low start-up costs, a system that has mastered a way to offer high-quality services at an affordable price, strong corporate support and access to industry experts and partners, and a business that Dixon says is recession-proof.

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Millennials in Franchising

Franchising Journey Comes Full Circle

Young couple Stephanie Ervin and Matthew Brown take a fresh approach to Pita Pit franchising By Jessica Burgess

S

omething that often sets millennials apart in business is their personal connection to their work and their 24-hour commitment to the job. Young couple Matthew Brown and Stephanie Ervin are no exception.

“We had been eating at Pita Pit for years prior to applying for our own franchise, so it made sense to get behind a product we were huge fans of,” Ervin notes. “We met at a Pita Pit, actually, and now own our own location, so our journey has come full circle.” The couple opened their Pita Pit location in January 2017 in Peterborough, Ontario, and it’s been a perfect match for their business and personal ambitions.

“I grew up being surrounded by entrepreneurs and loved the idea of being my own boss and building up a business through hard work and dedication,” Brown shares. In fact, he spent two years as a manager of a Pita Pit restaurant before pursuing the idea of becoming a franchisee in his own right. He wanted to “learn the ins

and outs of the business before applying” – something that dovetails with the couple’s longstanding support of Pita Pit restaurants as customers themselves.

“We were both always very fond of Pita Pit as a company because of its fresh and healthy product,” says Ervin. “It was a brand that stood out compared to its competitors in the food industry, and had a product we could feel good about serving our community.”

The couple’s combined interest in entrepreneurship and the food service industry has proven a definite asset in making their franchise thrive. “I have been in the food industry my whole working career and am a Red Seal pastry chef by trade, so my knowledge of food is a strong assist, and meshed well with Matt’s experience and dedication to Pita Pit as a brand,” says Ervin.

Along with the couple’s personal connection to the Pita Pit brand and entrepreneurship, they embrace the benefits of the franchise model, especially as young

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Millennials in Franchising

people new to owning and operating a business. “Buying into an established brand that has a concrete structure in place and systems that help the business thrive, but allows you to […] manage the business the way you think will benefit it the best” are key in Ervin and Brown’s satisfaction with their franchisor/franchisee relationship.

“With franchising, you’re still able to have your own ideas for your business,” they share – something of particular importance to millennial business owners who want to feel their unique effect in their work. “But,” they add, “there’s a great support system behind you if you ever hit a bump and need some extra input on how to handle any roadblocks.”

Dedication and innovation go hand-in-hand With the couple’s obvious commitment to their franchise, one of Ervin and Brown’s first orders of business was to find staff members who were just as passionate about the company’s product and role in serving healthy food to their community. “It was a learning curve to fine-tune what characteristics we were looking for in individuals when we were interviewing,” they note. They discovered the best way to find people who matched their dedication to customer service and consistency was to be in their store as much as possible.

With that approach, they say, “We were able to notice the traits we were looking for through our strongest team members.” Ervin and Brown learned from this approach, too, fostering a symbiotic relationship between staff and franchisees. “It allowed us to tweak our training procedures […] to advance our team members [and] ensure quality and performance.”

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Staff satisfaction is just as important to the young couple, and they love the fact that with a franchise, they’re on the ground to make this happen. “We are able to put our own ideas into our store to help increase sales, build our customer base, and engage our staff through fun contests and promotions.”

While Ervin and Brown provide the support to their own staff, the Pita Pit franchisor team is there to support their franchisees with whatever they need to run a location. “The company has a great online portal that allows us to search for any documents we may need within our business, as well as to make sure the staff stays informed and everything is up to date,” they share. Not only that, but each franchisee has a dedicated business coach who is able to provide advice and input on a wide range of topics that will help the business grow and thrive.

As in almost every aspect of daily life, social media plays a definite role in millennials’ success in franchising, Ervin and Brown say. “Following businesses around us on social media lets us stay on top of events and promotions that may be coming up in our area so we can stay one step ahead.” They complement this approach by incorporating more traditional strategies, as well. “Being a member of the Chamber of Commerce is another way we stay current with businesses within our community, and it’s a great networking resource.”

Find what you love and you can’t go wrong In one word, Ervin and Brown would describe their experience with franchising and the Pita Pit franchise in particular as “fantastic!” While there are sometimes long hours involved, “it’s worth it to see your hard work and

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

Millennials in Franchising

ideas pay off.” One of the most rewarding parts of being a franchisee, they note, is being in charge of your business’s fate. “You have to put your heart and soul into it.

You can’t be ‘half an owner’ – you have to go all in or not at all.”

While the first year of any franchise is likely the hardest, Ervin and Brown have noticed a marked difference from where they started to where they are now. “During the first year, it was a bit difficult to make time for other things in our personal lives because we were at the store all day, seven days a week.” It takes an incredibly strong work ethic to succeed, especially starting out in business – something the millennial stereotype can often get wrong.

As the franchise becomes more established, the couple says they are “starting to experience the freedoms being a business owner can have” – something a franchise with a strong support system makes especially possible. And the couple’s dedication to their hiring and training process is paying off, too. “Now that we have strong and trustworthy staff in place, we can step away when needed.”

One of the things that sees new franchisees through the hard work it takes to grow and develop their location

is a belief in their product and service. Ervin and Brown offer some key advice to other millennials considering getting into franchising: “Working within the franchise before you take the steps to purchase your own will allow you to learn the ins and outs and make sure your passion is still there.”

Learning as much as you can about the company beforehand is also essential to making sure you’re ready when your own store opens its doors. Above all else, “you have to feel good about what you’re offering your customers. Find something you love, and you’ll never have to ‘work’ a day in your life.”

PITA PIT STATS Franchise units in Canada: 229, US: 242, Other: 149 Corporate units in Canada: 3, US: 21, Other: 12 Franchise fee: $20K Investment required: $291K-$365K Start-up capital required: $120K Training: Yes Available territories: All of Canada, US, International In business since: 1995 Franchising since: 1997 CFA member since: 2010

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www.LookforaFranchise.ca

With over 1,300 franchise opportunities in Canada, searching for the right one can be overwhelming. That’s why the Canadian Franchise Association (CFA) created its free online member directory LookforaFranchise.ca - to make the franchise investigation process easier.

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A DAY IN THE LIFE

A TASTE FOR FRANCHISING MULTI-UNIT FRANCHISEE SCOTT RUMPEL USES PASSION TO FUEL HIS BROWNS SOCIALHOUSE SUCCESSS

By Kristin Di Tommaso

S

cott Rumpel has a lot to be excited about. It was 2009 when he was first introduced to casual dining brand Browns Socialhouse on a whim, after going to the restaurant for dinner one night. One meal, and he was hooked.

“I was living in Langley, British Columbia at the time, when a Browns opened up nearby,” Rumpel says. “It was such a great place, with a cool vibe. I loved it from the get-go.”

Fast forward nine years, and Rumpel is one of the brand’s most successful franchisees, running three locations across the province in Victoria, Langford, and Nanaimo, with another one set to open in Prince George later this year.

Founded in 2004, Browns was still making a name for itself when Rumpel saw its growth potential. When he found out the restaurant was franchising, he knew

he wanted to join the team in some shape or form. Conducting his due diligence, Rumpel began researching the company, and what he discovered only added to his excitement.

“Despite it being a small company, they had some great players running the show who were very knowledgeable about the industry,” he says.

Those great players were Founder, Chairman, and CEO Scott Morison and President and COO Scott Ward. After expressing interest in opening his own Browns location, Rumpel met with the two men, and was immediately sold on their vision. Less than a year later, in 2010, he opened his first location in Victoria.

And while running three – soon to be four – restaurants may sound the alarm to some, Rumpel has maintained a collected yet energetic demeanour now that his dreams of business ownership have come to fruition.

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A DAY IN THE LIFE

A TYPICAL DAY

“It consumes most of my day, but I really enjoy it,” he says. “I love dealing with my staff and working with them to make the restaurant the best it can be for our customers.”

Though Rumpel has settled in nicely to this role, his first couple of years as a Browns franchisee were typical of the fast-paced, busy environment one might expect when investing in the restaurant sector.

“I was working on the floor over 70 hours a week,” Rumpel reflects. “Whether I was doing the bookkeeping or washing the windows, I was putting a lot into the restaurant, because it was my first business and I wanted it to be a success.”

Though Rumpel continues to work hard day in and day out, he says his efforts are utilized on a different level today. Still, he looks back on his start with the franchise as formative years not only for him, but for Browns.

“We were only store number eight when we opened, so no one really knew us,” he says. “With me working on the floor, I was kind of the face of our Victoria restaurant. It gave me an opportunity to showcase what we do.”

For Rumpel, assisting with the daily operations of the business, from preparing meals with the chefs to mingling with customers, was a nerve-wracking yet rewarding experience. On one hand, he was workThis advertisement does not constitute an offer of a franchise. A franchise offering can be made by us only after we provide you with ing hard to build the name an appropriate Canadian disclosure document (as applicable in each province). Franchises may not be available in all provinces. of the newest Canadian

Though where he begins his day differs each morning depending on the needs of each restaurant, Rumpel typically starts his workday bright and early at 8:30 a.m.

Walking into his Victoria, Langford or Nanaimo locations, Rumpel says his days are mostly spent with employees, from managers and chefs to servers and “hostenders.”

Coaching and guiding his staff, Rumpel walks through with them any challenges the restaurant is facing, and opens up the floor to get their feedback on what is and isn’t working. Describing his responsibilities as similar to that of a regional manager, Rumpel likes to instill the value of being a team player, and how working together is the cornerstone of running a well-oiled restaurant machine.

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A DAY IN THE LIFE Browns Socialhouse franchisee Scott Rumpel (left), with fellow franchisee Adam Dukoff.

restaurant brand, and on the other, he was contributing to its legacy.

“I was right there from the beginning,” he says. “To have some influence on little things that helped to create and develop the brand Browns is today is something I’m incredibly grateful for.”

EXPERIENCE GOES A LONG WAY Rumpel’s leap into owning his own restaurant isn’t a surprise to those who know him best. Before turning to franchising, the entrepreneur worked at Canadian food giant CARA for nine years. Starting out as a server and working his way up to manager status, Rumpel says his experiences with CARA, coupled with his love for the food sector, encouraged him to look at new restaurant opportunities available to him.

“I love being in this business,” he says. “I love the daily operations of running a restaurant, working with my staff, and getting the opportunity to talk with and develop relationships with our customers on a frequent basis.”

The type of passion Rumpel displays is exactly what he says any prospective Browns franchisee should encompass if they want to find success with the company.

And although he says having some business acumen is beneficial, a formal restaurant education isn’t

necessary if you’re driven and have the capacity and interpersonal skills to handle changing situations while dealing with different people.

Having a likeable personality doesn’t hurt, either. One conversation with Rumpel, and it’s easy to see why he’s found so much success. A modest and self-deprecating demeanour when discussing his own accomplishments, exudes the friendly personality he says is required as a restaurant owner.

Still, he maintains his experiences have helped him succeed more than anything else. “It’s a tough business to get into, especially if you’ve never done it before,” he says. “Working in various positions within CARA has taught me to know what to expect from each role.”

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A DAY IN THE LIFE Rumpel says he’s better able to manage his locations because he understands what processes do and don’t work. Additionally, he says he can relate to the daily challenges his staff may face, allowing him to do a better job of working with them to eliminate any problems.

Part of something special If there’s one thing that’s made Rumpel’s franchising experience worthwhile, it’s the people. Crediting Morison and Ward for establishing a unique restaurant environment, the brand that describes itself as the round pegs in square holes isn’t afraid to colour outside the lines. Rumpel praises the men for creating an atmosphere that can’t be found anywhere else in the Canadian restaurant sector.

“Scott Morison and Scott Ward have done a great job of ensuring franchisees succeed in this business model,” Rumpel says. “They have planned everything down to a tee, from the distinctive culinary and design of the restaurant, to bringing in the right people who are passionate about the job.”

All of these factors have contributed to what Rumpel says is a desirable environment where people are excited to go to work every morning.

For Rumpel, he may be having too much fun. His fourth restaurant not yet opened, the entrepreneur is already talking of the day when he’s running five or six Browns. “I started off nine years ago, when it was just a small brand,” he says. “To watch it grow and see where it’s going is phenomenal. I hope that continues, and I hope I have a lot more opportunity to grow with them.”

BROWNS SOCIALHOUSE STATS Franchise units in Canada: 60, US: 3 Corporate units in Canada: 2 Franchise fee: $50K Investment required: Approx. $1.9M-$2.6M Start-up capital required: $750K minimum (unencumbered) Training: 8 week Franchisee program (appropriate previous experience is required) Available territories: AB, BC, MB, NB, NL, NT, NS, NU, ON, PE, QC, YT In business since: 2004 Franchising since: 2006 CFA member since: 2012

OPENING SOON dq.ca

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Tammie Verna (905) 637 4741

tammie.verna@idq.com

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ICONIC BRAND

Franchisees First

Successful franchisees bolster the McDonald’s Canada brand By Jordan Whitehouse

When Ray Kroc franchised the first McDonald’s restaurant in Des Plaines, Illinois, on April 15, 1955, he had no way of knowing that that day would mark the birth of one of the most iconic franchise brands in the world. But what he did know was that if McDonald’s was going to be successful, he couldn’t do it alone. “In business for yourself, but not by yourself,” he liked to say.

Thus, he embarked on a unique path at that time – to persuade franchisees and suppliers to join him in working for themselves, together with McDonald’s.

It obviously worked. In 1967, the first McDonald’s restaurant outside the U.S. opened its doors in Richmond, British Columbia. Today, there are almost 37,000 McDonald’s restaurants around the world — more than 1,400 of them in Canada, about 85 per cent of which are locally owned and operated by independent entrepreneurs.

Below, the stories of four of those Canadian franchisees, and how each of them became one of McDonald’s rising stars.

Usman Jutt: The Alberta Innovator It was only five years ago that Usman Jutt became the owner-operator of the Coronation restaurant in Edmonton, Alberta, but in that time, he’s gone on to purchase an astounding 14 McDonald’s restaurants in Calgary, Airdrie, and Strathmore, Alberta.

On paper, that may look like unsustainable growth. The number one priority of taking care of his guests with outstanding guest experience, and the fact that the McDonald’s system allows for rapid growth under the right circumstances, has meant that his restaurants are thriving, he says.

“It’s definitely all about building infrastructure and having the people that enable you to grow on your team,” says Jutt, who was a retailer with Husky Energy before McDonald’s. “So in my first year, I spent a lot of time developing people and building infrastructure. When I worked

“It’s definitely all about building infrastructure and having the people that enable you to grow on your team.”

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ICONIC BRAND “One big advantage of working together is that our goals are aligned. And working with your spouse, you understand each other’s strengths, and you divide your responsibilities based on your skills.” with my team on people development, and when I was doing strategic recruitment, I was looking for individuals that had bandwidth – that if I had the opportunity to grow quickly, they would be able to grow with me.”

That growth really took off in the first half of 2017, when he purchased three restaurants in Airdrie and 10 in Calgary.

While the team and the infrastructure he built around him have been huge, the initial franchisee training he received really set him up for success, he says. Typically, it takes nine months to two years to complete; it took Jutt 14 months.

“The training gives the ability for you to really understand the business. I viewed it as: How do I build my network? How do I use this year to learn, strategize, and get

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the most out of my first year in business? That’s really where my growth started.”

Amit and Bharti Kapoor: The Power Couple For some couples, the idea of working with one’s spouse is a dream come true, and Amit and Bharti Kapoor, the owner-operators of two McDonald’s locations in Winnipeg, Manitoba, found McDonald’s to be an ideal situation for both of them.

“One big advantage of working together is that our goals are aligned,” says Amit. “And working with your spouse, you understand each other’s strengths, and you divide your responsibilities based on your skills.” In their case, Amit takes care of operations, while Bharti handles human resources.

Another perk of working with your spouse, says Amit, is that when you have success, you can celebrate your success together.

Granted, the Kapoors were able to find their groove as franchisees of three Second Cup locations in Toronto before making the jump to McDonald’s.

But even so, there are still challenges they have to overcome. “The thing is, you can never escape your work, and when you’re working together, your expectations are very high in terms of each other’s performances,” says Amit.

“You just have to remember to give each other time and space,” says Amit. “It’s easier said 11/6/2017 11:08:41 AM

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ICONIC BRAND

“I have a vision of where I want to take the business, and it really involves taking care of my people and a handson commitment to the business.” than done to leave your work at the door, but you have to keep in mind that you are doing all of this for family, you are doing all of this for success. So enjoy your family, leave work behind.”

David Wood: The People’s Champion Take a survey of McDonald’s franchisees, and chances are you’ll find quite a few who are former McDonald’s employees. David Wood, the owner-operator of the Prince Rupert, British Columbia McDonald’s since August 2017, is one of them. His first job at 15 was as a crew member in White Rock, B.C., where he eventually worked his way up to Assistant Manager.

Though he had been gone for about 10 years before returning to McDonald’s, he always wondered if leaving the company was the right choice. “I’ve always been very passionate about the brand, and I know McDonald’s is always investing and trying to be innovative with new things and being industry leaders,” he says.

“So when I looked at different franchises, McDonald’s was always going to be my first choice.”

“I have a vision of where I want to take the business, and it really involves taking care of my people and a hands-on commitment to the business,” he adds.

Although there have been a few challenges, those have paled in comparison to the rewards and success Wood has achieved. “Overall, the FCA - UPDATE.indd 1

community of Prince Rupert and my restaurant team have been nothing short of fantastic. How they’ve accepted my wife and I into our new roles and taken on new roles has been absolutely incredible.”

As for advice he’d give to McDonald’s employees thinking about becoming franchisees someday, it’s all about putting people first, working hard, and growing your network. “You never know who you’re going to need to lean on, so continue to grow those connections, be passionate about people, and lean on the support that McDonald’s provides their franchisees.”

Neeru Schippel: The Motivator Anyone who’s worked for Neeru Schippel at one of her five South Edmonton, Alberta McDonald’s restaurants

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probably won’t be surprised to hear that this is her favourite Ray Kroc quote: “I like to get people fired up, fill them up with zeal for McDonald’s, and watch the results in their work.”

So how does she do that with 200-ish employees? Many ways, it turns out, but most of them come down to creating a fun working environment where anyone is welcome, no matter their age, sex or cultural background. For example, Schippel takes the time every year to organize special employee events for Diwali, Christmas, Eid, Chinese New Year, Halloween, Thanksgiving, and more.

Celebrating these events isn’t just about having fun, though, she adds. “We implement confidence. Confidence in people knowing that we respect their cultures. Confidence so they share their cultures with us. Confidence in that everyone is treated the same.”

She also instills that confidence by walking the talk, and working her business with full-time best efforts and strong commitment to the brand. “I strongly believe that you cannot ask anyone to do something for you unless you are willing to do it first,” she says.

What a difference from her previous life as a lawyer, when she dealt mostly with adults and sat behind a desk for 60 hours per week.

Her McDonald’s journey has been simply incredible, and a huge blessing, she says, one she definitely doesn’t regret making. “I am able to enjoy my family, work extremely hard with my crew and managers, have so much fun motivating them, and enjoy life to the fullest.”

Ray Kroc would be proud.

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Canadian Franchise Association

Total units in Canada: 1450, US: 14155, Other: 21294 Franchise fee: $45K Investment required: $800K unencumbered funds Training: 1-2 years Available Territories: All of Canada In Business Since: 1967 Franchising Since: 1968 CFA Member Since: 1976

www.FranchiseCanada.Online | www.LookforaFranchise.ca

LEADERSHIP PROFILE

Rising Through the Ranks

Mary Kennedy Thompson adapts her military experience for the business world as COO of The Dwyer Group

By Roma Ihnatowycz

S

uccessfully managing 12 different franchise brands at The Dwyer Group likely requires military-like precision and coordination. So it comes as no surprise that the company’s Chief Operating Officer has these skills in spades: prior to her transformation into a highly successful business executive, Mary Kennedy Thompson was a logistics officer in the U.S. Marine Corps.

Thompson comes from a strong military family. Her father, a three-time Bronze Star recipient, was a colonel by the time he retired, after 30 years in the army, and Thompson herself was only 21 when she enlisted. As a military logistics officer, she was responsible for moving people and supplies around, and served on exercises in far-off locales like Korea, the Philippines, and Okinawa, Japan. She also became jump-qualified at a time when few women in the military sought this out. “My parents raised me to believe that when you set your mind to something, you do it,” she says. “So not to do it was not considered an option.”

These and other skills learned during her nine years in the Marine Corps have served Thompson well in the business world. This is especially the case in her current role at The Dwyer Group, where she oversees an extensive portfolio of franchise organizations tied to home repair, enhancement, and maintenance, including familiar names like Mr. Rooter Plumbing and The Grounds Guys.

Managing and juggling multiple brands isn’t easy, but for a former marine like Thompson, it’s all in a day’s work, and she regularly taps into the unique skill set she acquired in the military. “It teaches you discipline in a way that allows you to get things done, and that discipline has served me well throughout my entire business career,” explains Thompson, who has won numerous industry accolades over the years, including Strategize Magazine’s Executive of the Year.

The military also instilled in Thompson valuable leadership skills, and gave her the backbone to cope well with all forms of stress – including the stress that’s inherent in running a large, successful business. “I was

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LEADERSHIP PROFILE realized this is what I was meant to do,” she says, “I was meant to lead a team toward a common mission.”

After successfully building up, and then selling, three Cookies by Design franchise operations in Texas, where she still lives, Thompson was invited to join the company’s head office in a bespoke position she herself coined: that of shop facilitator. By the time she left the business 12 years later, she was the President of the franchisor head office.

Leaving wasn’t easy, and it came about when ThompBusiness switch son crossed paths with the President of Dwyer Group, Despite her appreciation for the service, Thompson left the military to pursue what she calls a “burning desire” Mike Bidwell, and once more found herself at a career to succeed in business. As she handed in her resigna- crossroads. He asked her to join the company as Presition, her commanding officer warned her she was giv- dent of its Mr. Rooter plumbing brand. It took a bit of ing up the opportunity to one day become a general. She convincing, but in due course, Thompson embraced the responded that she was giving up her chance to be the opportunity. She even took the time to earn her plumbpresident of a company if she didn’t – prophetic words ing licence during her tenure there – an arduous fouryear process that gave her “a new respect for technithat were eventually proven right.

That said, Thompson’s first foray into the world of cians and everything our franchisees learn and know.” business started at a slightly lower rung of the corporate Given that only 1.5 per cent of all licensed plumbers in ladder: she initially worked as a sales rep for a supplier of the U.S. are women, it proved another important feather scientific products. Then one day, her husband brought in Thompson’s already crowded cap.

What ultimately attracted Thompson to The Dwyer home a brochure for Cookies by Design, and Thompson’s move into the world of franchising was sealed. “I Group, however, was its strong core values and focus on building leaders within its ranks. Its code of values – called ‘Living R.I.C.H.’ – was about respecting people, running the business with integrity, focusing on the customer, and having fun in the process. This resonated with Thompson. “We consider ourselves something of an incubator for leaders, and we’re really focused on our values,” she says. “We know we can’t do anything without good people, so we grow leaders wherever we can find them and teach them the principles of good and strong leaderwww.pizzapizza.ca/ franchising | franchisinginfo@pizzapizza.ca ship.” leading a platoon of 54 marines when I was just 22 years old, and that outstanding leadership training so early in my life is something I now use every single day,” she says. “While there are days that are very stressful in business, none compare to the stressful days I had in my early 20s in the military. I can put that into perspective and be more consistent in my approach – I can respond rather than react.”

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Service brands Thompson’s role within The Dwyer Group grew as well, and today, as its COO, she oversees its many successful franchise brands.

Combined, they cover pretty much all of the

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LEADERSHIP PROFILE “It’s for the person who wants to be in business for themselves but not by themselves. If you want to lead a team toward a common goal and you have the discipline and grit to do it, franchising is a very good place to be.” major home repair and maintenance categories, including painting (Five Star Painting), window cleaning (Window Genie), and general handiwork (Mr. Handyman). To facilitate this comprehensive service offering, the company recently launched getneighbourly.ca, an online platform where customers can access all of the brands from one portal, get expert advice, and keep track of all of their service calls.

In Canada, The Dwyer Group has more than 100 franchise operations spread across all provinces except Quebec. Mr. Rooter is the largest plumbing brand in the country, says Thompson, while Window Genie will be the company’s newest introduction, and will enter the Canadian market within the next 18 months. Five Star Painting is also relatively new, and Mr. Electric, The Grounds Guys, Aire Serv, and Rainbow International (a restoration services company) are doing well. All of the Canadian franchise operations are run from the U.S. as direct franchises.

The company is actively looking for new franchisees for its brands. While some attract professionals with the requisite trade skills, like licensed plumbers in the case of Mr. Rooter, most are open to a wider audience. All applicants, however, have to have what Thompson calls the number one skill in running a successful franchise: grit. “It’s not the person with the most money, it’s not the smartest one, or the one with the most experience. It’s the person

with the most grit,” she says. “They can see where they want to go, and they’re willing to work through the challenges to get there.”

Thompson also warns that the franchise model isn’t for everyone. People she calls “extreme entrepreneurs” are not a good fit, i.e., those who want to develop their own business vision, and are looking to re-invent the wheel. For everyone else, however, franchising can be an amazing career option. As Thompson explains: “It’s for the person who wants to be in business for themselves but not by themselves. If you want to lead a team toward a common goal and you have the discipline and grit to do it, franchising is a very good place to be.”

Join the real estate revolution Disrupt a broken industry.

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SHOW ME THE MONEY Franchising is about diversity. Franchise opportunities may 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. Figuring out a budget that fits with your financial situation and goals will help you to zero in on the franchise opportunities that might be the best match.

With so many opportunities, there is a franchise for everyone at a variety of investment levels. Here, FranchiseCanada showcases franchise systems in which you can invest for $500K and up.

4 Franchises for +

Coyote Ugly Saloon

Famoso Neapolitan Pizzeria

The “Coyote Ugly Saloon” is a chain of bars (some with restaurants) with locations around the globe.

The bar is known for, among other things, its bartenders (Coyotes) who not only pour drinks, but also perform choreographed dance routines on the bar top, sing, and interact with the patrons. Looking for single-unit, multiple-unit, and area developer operators.

Franchise units in US: 5, Other: 13 Corporate units in US: 10 Franchise fee: $60K/$120K (USD) Investment required: $500K-$1.5M Start-up capital required: $250K Training: $35K on-site and in US Available territories: All of Canada, International In business since: 1993 Franchising since: 2012 CFA member since: 2015

Famoso Neapolitan Pizzeria is a Canadian casual full service pizzeria serving appetizers, soups, salads, fire bread sandwiches, and authentic pizza from Naples. At Famoso, we believe the key to our success is having a strong commitment to excellence and a true passion for what we do. We are looking for restaurant partners who share the same vision!

Franchise units in Canada: 31 Corporate units in Canada: 1 Franchise fee: $30K Investment required: $900K-$1.3M Start-up capital required: $500K Training: 8-12 weeks Available territories: All of Canada, International In business since: 2007 Franchising since: 2009 CFA member since: 2012

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SHOW ME THE MONEY

Goldfish Swim School

Humpty’s Restaurants International Inc.

Goldfish Swim School is the premier learn-to-swim facility dedicated entirely to infants and children, ages four months to 12 years. The Goldfish Swim School Franchise offers a cutting-edge swim school model positioned as the leader in the thriving and profitable children’s education and enrichment market; consistently recognized as one of the fastest-growing companies in franchising. We are consistently recognized by Ernst & Young, Inc., Entrepreneur, Franchise Business Review, and more!

Franchise units in Canada: 1, US: 63 Franchise fee: $50K (USD) Investment required: $1,706,200-$2,823,400 (Canadian) Training: 4 weeks at franchise office Available territories: ON, US In business since: 2006 Franchising since: 2009 CFA member since: 2017

A full-service family restaurant with an award-winning breakfast, lunch, and dinner menu. Available during all hours of operation, the menu features a wide selection of choices from omelettes and grillcakes to wraps, gourmet burgers, and delicious dinner selections. Special consideration is given to seniors and children under 10 with our Emerald Plus program and Kids Eat Free Fridays.

Franchise units in Canada: 43 Corporate units in Canada: 2 Franchise fee: $30K Investment required: $550K-$750K Training: 7 weeks Available territories: All of Canada In business since: 1977 Franchising since: 1986 CFA Member since: 1995

Search by Investment Level at

www.LookforaFranchise.ca Want to find franchises at a particular price point? Searching by investment level is just one of the custom search options available at www.LookforaFranchise.ca, the online franchise directory powered by the Canadian Franchise Association.

Build your profile with LookforaFranchise.ca to browse opportunities, request more information directly from the companies you’re interested in, and access exclusive FranchiseCanada digital content.

FranchiseCanada March | April 2018

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FRANCHISE FUN

RAISE YOUR FROSTY ROOT BEER MUG Susan Senecal shares her insights, and toasts A&W’s latest successes

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FRANCHISE FUN Susan Senecal has recently taken over at the helm of A&W, the quick service food franchise that’s known as the Home of the Burger Family, as its President and CEO, but that won’t change the company’s goal of delivering the joyful experience of a great tasting burger, made with quality ingredients, to its loyal customers.

A&W also aims to continue to expand across Canada, and recently celebrated the opening of its 900th A&W restaurant, the company’s 50th urban concept restaurant, right in the heart of a growing neighbourhood in Toronto. Senecal says she was proud to walk the orange carpet with her team, and to raise a toast with one of A&W’s custom root beer cocktails, prepared especially for the occasion.

Here, Senecal shares some of the secrets behind her franchising success, including the importance of building strong and open partnerships, the value of learning from the experiences of others, and the critical role of support from loved ones.

The most interesting thing I’ve done recently is…

I explored thriving urban neighbourhoods across North America and Europe.

In its best form, work is… A happy, fulfilling part of life.

A good franchisee… Will always be honest about what they see in the business.

A good franchisor… Is a proud partner.

My top advice for prospective franchisees is…

Make sure you love the work, not just the business.

My top advice for new franchisors is…

Do the right things to ensure shared success for both franchisee and franchisor.

If I could change one thing… Planes would fly faster!

If I could meet anyone… I would spend time with some of my ancestors, to learn from their experience and wisdom.

The person who has had the most positive influence on me as a businessperson is… Ah, an impossible question! For me, one of the richest aspects of the franchise industry is the wealth of perspectives from each of the participants. I’ve always been fortunate to work alongside great bosses, colleagues, and franchisees. I have learned so much from all of them that it would be impossible to single one out.

The most important thing in life is… Health and family.

Canadian franchising is… A dynamic and important Canadian business opportunity.

One of the most enjoyable things to do is…

Spend time outdoors. In Canada, we are lucky enough to have one of the most beautiful and diverse landscapes on earth – explore it; walk, bike, hike, swim, slide!

My franchise system began because…

We wanted to grow with successful partners who are invested in and passionate about their communities across Canada.

The hardest thing for me to do is… Fit everything in.

The most positive influence on my life as a person is…

My parents – and their values for learning, kindness, and integrity.

My favourite drink is… A&W Root Beer (of course!)

The key to success is…

Making hard work inspirational and fun.

I’d like my friends to describe me as…

Trusted and supportive.

The accomplishment I look forward to the most is…

Having a happy close relationship with my family, growing into the future.

My personal motto is… Find joy in the moment.

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

Spending the right time with the people I care about the most, and supporting each other wherever we can.

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2018 Franchising Trends

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• Be the first to know about exciting new franchise opportunities in Canada • Get tips for success from top-performing franchisees • Learn the ins and outs of franchising from the industry’s leading experts • Get an insider’s look at the people behind some of Canada’s biggest franchise brands

JANUARY | FEBRUA RY 2018

Published by the Canadian Franchise Association, FranchiseCanada Magazine is the only franchise publication to be recognized for excellence in business journalism as a winner in the Kenneth R. Wilson Awards and the Canadian Newsstand Awards.

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ASK A MARKETING EXPERT What do I need to know about franchise marketing before getting started?

Marketing is a vital component in every business. After all, without at least a basic marketing program, your product or service is relatively unknown to potential customers. While there are quite literally thousands of marketing tactics found in expert articles, books, and websites, in the world of franchising, your marketing program is often dictated by the franchise brand standards manual, and other operational and legal documents.

Most franchise agreements include a recurring marketing or ad fee. Often, franchisees are confused as to what this fee covers, and wonder: “What do I get in return for my contribution?” While franchisees can measure the success of their local campaigns a bit more easily, measuring the success of national campaigns may be more difficult. When considering a marketing fee obligation (whether a percentage of revenue or flat rate), as part of the process of evaluating a franchise in which to invest, it is vital that you understand the specifics of how the fee is being used, and more importantly, how it builds value for your business.

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Establishes brand consistency Unlike the franchise’s corporate operation, where one marketing department pushes out the same materials to every location, franchisees often bear the responsibility of creating their own marketing material, collateral, and promotional items, subject to franchisor approval.

A well-established marketing plan at the franchisor level should offer specific requirements and details that can help you determine how these materials are developed. This means that your franchisor should be specific when it comes to logo design and usage, image selection and scaling, colour scheme (down to

the specifics of pantone and HTML colours), font scheme (for print and for web), as well as logo usage.

Some franchisors even establish electronic access to a proprietary or third party portal, where franchisees can access graphics, templates, and other materials to streamline and standardize the creation of local franchise marketing materials.

Centralizes and decentralizes responsibilities A franchise marketing plan identifies what marketing responsibilities will be centralized (undertaken at the corporate franchisor level) and which will be decentralized (undertaken at the franchisee level). In some instances, franchisors may offer quarterly national and international marketing campaigns in which the corporate office distributes specific marketing materials to franchisees. During other times, however, franchisees are often responsible for their own ongoing direct mail, social media, and grassroots marketing endeavours, as long as they are compliant with franchisor branding and marketing specifications and requirements. There is no specific formula for the “right” way to centralize and decentralize marketing efforts, because it’s often contingent upon a number of factors, including the industry, business size, number of locations, and specific product or service being marketed.

Creates a system Naturally, franchisors and franchisees will periodically share information between one another and about one another in their marketing materials, like news of franchise growth and performance. Best practices for franchisors include reporting back to franchisees on how system marketing fund expenditures are allo-

cated. Likewise, a franchisor might also want periodic updates from franchisees regarding local marketing efforts, budget, social media following and engagement, and more.

To ensure that communication is flowing efficiently, the goal of an appropriately developed franchise system marketing plan is to establish a means for franchisee tracking and reporting. This system identifies how progress is reported and how often, in addition to who franchisees are reporting to, what formats should be used, and to whom all of these reports are sent.

The most important thing to remember when analyzing a franchise system’s marketing package, in addition to its consistency and transparency, is your ability to openly communicate your thoughts, concerns, ideas, and other feedback to your franchisor. A franchise marketing program should always develop and grow, and your great ideas, in combination with the established standards, should become part of the building blocks of the plan.

Be sure that any of the franchise options you are considering have these systems clearly laid out in their system marketing plans. If not, it’s best to turn your attention to an alternative franchise concept that you are confident has the tools and procedures in place for effective, system-wide marketing that benefits everyone involved – at the corporate and local levels.

Matthew Jonas President and Co-Founder TopFire Media matthewjonas@topfiremedia.com 708-249-1090

FranchiseCanada March | April 2018

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ASK A FRANCHISE EXPERT As a prospective franchisee, what should I know about franchise start-up costs?

There’s no doubt about it...

Opening a successful franchise business, like any other start-up small business venture, comes down to successfully budgeting how much money you’ll need to get started, before you can ramp up quickly and successfully.

When investigating any franchise opportunity, a serious small business owner must give careful consideration to all the start-up costs associated with starting his or her business.

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Proper research of required capital will help you in the immediate and distant future Absolutely the last thing you want to do is underestimate and run out of money. When it comes to this part of your decision-making process, please don’t let emotion rule the day.

Proper research and a calculator are much more effective!

Discover start-up costs in the Franchise Disclosure Document The first place to look is the Franchise Disclosure Document (FDD), where very good franchisors will outline all the start-up costs associated with their business model.

Use that section of the FDD as your guide to budgeting, but don’t simply take their word for it! Confirm the list of costs in the FDD by speaking with other franchise operators to get their actual numbers.

Gain access to the franchise brand with the franchise fee With any franchise business, one of the most significant items you’ll budget for is the franchise fee. Nothing good comes free, and the franchise fee is your ticket to use the recognized brand and successful and proven business model created by that franchisor. This is the way most successful franchise companies cover their own cost of finding and working with the best candidates – like you! It’s important to find out clearly and exactly how much the

franchise fee is when researching any franchise opportunity.

skimpy inventory! A robust inventory makes your business look great.

Lawyer up with a reputable franchise lawyer

Your franchise will never succeed without a significant marketing budget

Of course, as with any business start-up, to open your franchise, you’ll invest in a good franchise lawyer to help you navigate through the franchise agreement, and a trusted accountant to help you set up your financials. It’s essential that you find a lawyer who is experienced in working with franchise agreements, as this is a specialized field. Hopefully, the franchisor has a national relationship with an insurance broker who has a specialized program created for that franchise network.

Budget some money for that.

Account for inventory, permits, licences, and rent Depending on the business, you’ll probably need to set some money aside for permits and licences, too.

If your business is a mobile franchise, vehicles will be essential to your start-up. That said, even if you have a retail store, you may need to invest in sales or delivery vehicles, too. Retail or restaurant locations will also require a substantial investment in equipment and store build out. The franchisor will certainly have a very specific design and equipment list, and should be able to provide you with a very accurate estimate for this expense. Don’t forget to include some money for down payments to the utility companies, as well as first and last month’s rent to the landlord, too!

Pretty much any business is going to require an initial start-up inventory. For this one, it’s especially important to take direction from your franchisor. They know exactly what kind of opening inventory you’ll need. Please don’t skimp on this investment. You don’t want a customer to walk through the door of your brand new business and see

Finally, no start-up cost is more important than your marketing expenses.

Your franchise can’t properly grow without allocating a significant amount of your start-up costs to marketing. To be safe, your budget should include at least enough to account for marketing your business for the first six to 12 months. Nobody understands this better than your franchisor, so take your direction from them. Over the years, the franchisor has learned what works and what doesn’t, and will give you great advice on how to successfully budget for this. You may have fantastic experience in marketing, but take the franchisor’s plan and apply your knowledge and experience to that. You have invested in this successful franchise business. Let the experience and knowledge of a successful franchisor work for you to help you ramp your business up as quickly as possible.

So, do all the due diligence necessary to make an informed and educated decision. Utilize the information you find in the FDD and the knowledge of the franchisor to help you be as successful as you can be, as quickly as you can. Budget successfully, and include at least 10 per cent more money than you need – just in case!

John Ferracuti COO Bin There Dump That john@bintheredumpthat.com 905.823.8550 ext. 225 FranchiseCanada March | April 2018

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FRANCHISE TUTORIAL

9

Tutorial

T

THE FUNDAMENTALS OF FRANCHISING

Intro to Operation Manuals

he operation manuals of a franchise system are the written documents that provide the franchisee with all the details to duplicate the business model. It’s the proven operating system defined in writing. Critical success factors are identified and communicated so that franchisees can consistently duplicate success.

Depending upon the maturity of the franchise, there may be one general manual or, more typically, the document extends over a series of different manuals. A manual for management may be separated from a manual for employees. A pre-opening manual will often outline how to find the right location and how to build the physical store with typical licensing requirements and build-out processes. An advertising or marketing manual will provide all details regarding the use of the trademarks and provide standardized advertising formats.

A good set of manuals will serve to reinforce the franchise agreement and those areas that require consistency and compliance in order to preserve the integrity of the brand. No matter where in the world, each franchise location should deliver a consistent product or service. At each location there should be the same look and feel within the store, the food or service needs to be the same and provide the same experience to the customer.

It’s through this consistent duplication that a solid brand is established.

In the past, operation manuals were typically provided in hard copies to franchisees in a series of three ring binders. Today, franchisors are increasingly making the manuals available electronically through a secure website. This allows updates to be done more easily, and the franchisor can monitor that the changes have been viewed and downloaded by franchisees. Franchisees can print off appropriate sections as needed.

Operation manuals will vary in details and to what degree they outline the business model, but strong franchise systems will leave nothing to chance. There’s an emphasis on price, value, quality, consistency, and customer service. Topics typically covered in operation manuals include: • Overview of the company, its mission statement, vision, and company values • Clarity on expectations and roles of the franchisee and the franchisor • Site selection and store build-out • Operating standards and policies

86

• Recipes or service procedures • Receiving and rotating stock • Opening and closing procedures • Detailed job descriptions • Hiring, training, and leading staff • Administration, accounting, and reporting requirements • Supplier contacts and purchasing procedures • Proper use of the trademarks • Local marketing initiatives and advertising templates All of these topics are important, and serve to provide franchisees with the details required to run a successful business. An established system and brand is the most common reason for entering into a franchise.

Rather than starting a business and going through the typical trial and error that is experienced by an independent business owner, a franchisee can learn from others’ experiences by simply following the manuals, often saving thousands of dollars in the process.

With so much information to cover, operation manuals may be quite comprehensive. In a start-up franchise system, the manuals may be more general in nature. As time passes and the franchise develops into an established and mature system, the operation manuals will evolve and become more detailed in scope so as to leave nothing to chance or misinterpretation. A franchisor will often use the services of outside consultants to ensure that the manuals cover all aspects of the operation and are easily understood. The manuals become the reference materials during initial training and throughout the life of the franchise.

To simplify and make the document more userfriendly, forms and checklists often complement the materials to facilitate easy execution. Support materials such as operation software, employee policy and procedures, and training materials for employees, all form part of the operation manuals and serve as a resource for how to use these tools.

In the franchise agreement, there’s typically a clause stating that the operation manuals form part of the franchisee’s obligations. The operating systems and standards outlined in the manuals must be complied with in order to protect the goodwill and reputation of the franchise system. Due to the proprietary nature of the operation manual’s contents, the franchise agreement will clearly state that the manuals are to be kept confidential (continued on page 88)

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

FRANCHISE TUTORIAL

10

Tutorial

F

THE FUNDAMENTALS OF FRANCHISING

Intro to Franchisee Advisory Councils

ranchisee Advisory Council (FAC) is a group of established franchisees who meet with company executives to discuss business issues that are of relevance to the majority of the franchisees. It’s a structured vehicle for constructive two-way communication between the franchisee and franchisor.

The FAC may operate under different names or formats, but is typically organized by the franchisor. A slight variation is a Franchisee Association. The Franchisee Association is formed by the franchisees and is independent of the franchisor and may function similar to an FAC, but the franchisees set their own structure, policies, and agenda. They’re typically formed when there’s a system-wide crisis, major change or event. In some franchise systems, there may even be an FAC and Franchisee Association both functioning at the same time.

The purpose of the FAC is to provide a formal channel of communication between the franchisees and franchisor about such issues as advertising, field support, operations, and changing market trends. It serves as a sounding board to the franchisor for the implementation of new programs before these programs go systemwide. The franchisor will solicit suggestions and ideas for improvements to the franchise system. It provides a forum for franchisees to voice their mutual issues and concerns. Through the FAC, franchisees can provide advice and input to influence company decisions. Ultimately, the final decision-making authority remains with the franchisor executives.

For the FAC to be effective, both franchisees and franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives. The agenda must be focused on the interests of the overall system, and there must be a focus on finding solutions, setting action plans, and getting results. The FAC will establish policies, by-laws and have meeting agendas in place to keep discussions on track. Without this focus, the FAC can easily go off track and evolve into a session of complaints with no clear resolutions.

How franchisees are selected to participate in the FAC will vary between franchises. In some cases, the franchisor will appoint franchisees, while in other systems there is an election process where franchisees vote as to who will participate on the FAC. The franchisor will typically set some requirements for involvement, such as the franchisee must be in good standing under the terms of the franchise agreement, meet performance standards, and

have been in the system a minimum of one or two years.

Ideally the franchisees sitting on the FAC are positive, successful, and respected by other franchisees. They have the ability to set aside their own personal agendas to look at what’s best for the system as a whole. There’s also a real commitment of time. Not all franchisees can take the time required away from their business to participate in the council.

The number of franchisees sitting on the FAC will vary from five to 20 or more members, depending upon the overall size of the franchise system. There’s usually an effort made to ensure that different geographical regions and size of operations are represented on the FAC. The term will vary from one to three years, with a staggering of the council members so as to have a balance between experienced and new members sitting on the council at any one time. Franchisors will often limit how many terms a franchisee may sit on the FAC to give more franchisees the opportunity to participate.

The FAC will meet formally two to four times a year, with informal phone calls and discussions between these meetings. They will meet at the franchisor head office, a resort or conference centre. Sometimes the FAC meeting takes place around the annual convention. Travel, meeting room costs, and other business expenses are often covered by the franchisor, although in some systems such costs are paid entirely by the franchisees through the payment of FAC dues. It’s customary that FAC participants won’t be financially compensated for their time.

Most successful franchise systems today have an FAC. There are no hard and fast rules as to when an FAC should be formed, but the sooner an FAC is put in place, the better. With a smaller system, the FAC may be more informal, but it plays an integral part in forming the direction and policies of the franchise organization.

The FAC can be an important part of a franchise system. It permits constructive two-way communication between the franchisor and franchisees. A positive culture of mutual respect and working together is fostered when the franchisor and franchisees seek to evolve the brand for the benefit of the common good and system as a whole. Successful franchisors recognize that the franchisees have a valuable contribution to make, as they’re working the business model on the front lines everyday.

Through an effective FAC, franchisees feel empowered and have confidence that the franchisor is listening to their needs and perspectives.

FranchiseCanada March | April 2018

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FRANCHISE TUTORIAL (continued from page 86) and returned in the event that the franchise relationship comes to an end.

During operational visits, the franchisor will look for compliance to the operation manuals, and will make reference to the manuals where deviations exist. It becomes the standard reference for the entire operating system.

There may be occasions where deviations are found to be positive and actually enhance the operations. These changes are often integrated into the manuals.

Operations are typically always evolving, and therefore the existing operation manuals should be reviewed and updated annually to ensure that the manuals reflect current best practices and systems. Technology and

systems change over time. Service or product offerings change in order to meet the changing needs of the customer. Experienced franchisees of established franchise systems often serve on operation manuals committees or participate in focus groups to contribute and identify best practices or processes that work well and should be shared with other franchisees.

Brand awareness is driven by repetition and uniformity, and operation manuals provide the tools to establish a brand. Useful, readable documents provide a framework to standardize the operating system, and are an essential part of any franchise system’s success.

It provides an objective standard against which to measure compliance and consistently duplicate the customer’s experience.

STUDY QUESTIONS tutorial 9 1. Operation manuals are: a) the written documents that provide the franchisee with all the details to duplicate the business model. b) t he proven operating system defined in writing. c) both a) and b).

2. A good set of operation manuals will: a) be provided electronically through a secure website. b) provide suggested operation procedures that franchisees choose to use. c) serve to reinforce the franchise agreement and the areas of operation that require consistency and compliance to preserve the integrity of the brand.

3. An operation manual cannot be changed or added to. True or False? a) True b) False 4. O peration manuals are typically not considered an obligation of the franchisor. True or False? a) True b) False

tutorial 10 1. A Franchise Advisory Council is: a) a not-for-profit organization that provides guidance and direction to small businesses in the process of becoming franchise systems. b) a group of established franchisees who meet with franchise system executives to discuss business issues that are of relevance to the majority of the system’s franchisees. c) a committee of the Canadian Franchise Association.

2. I n order for the Franchise Advisory Council to be effective: a) franchisors cannot be permitted to attend meetings, as they may limit discussion among franchisees. b) a third-party representative must chair all discussions. c) both franchisees and franchisor are required to have an open-minded attitude, actively listen, and have a respect for different perspectives.

3. A Franchise Advisory Council can be an important part of a franchise system. True or False? a) True b) False 4. Only top-performing franchisees are permitted to serve on Franchise Advisory Councils. True or False? a) True

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

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

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b) False

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

MARKETPLACE

BMO Bank of Montreal

“18 Years, Over 350 stores & Still Growing”

Established 1817. CFA-MSS member since 1980. Major Canadian chartered bank, providing a full range of domestic and international financial services. The Bank’s National Franchising Services Group focuses exclusively on the franchise marketplace.

We provide assistance by way of Financial Services Programs and banking arrangements to both the established and emerging franchise systems operating in Canada.

205, 8915-51 Ave. Edmonton, Alberta , Canada T6E 5J3 Phone: (780) 440-6770 Web: www.boosterjuice.com E-mail: franchise@boosterjuice.com

We understand franchising. We have the expertise necessary to fully understand your business and to respond with a comprehensive package of loans, cash management and electronic banking services suited to your network’s distinctive circumstances. The Bank of Montreal recognizes that franchising is a significant contributor to the Canadian economy and we are committed to its continuing success.

Booster Juice is Canada’s premium smoothie and juice chain! As a leader of healthy alternatives in the quick-serve industry, Booster Juice’s proprietary recipes are an instant hit among today’s active, health conscious consumers. Today, Booster Juice has expanded to bring smoothies, fresh-squeezed juices and delicious hot food items to active customers on the go! With over 18 years in business, Booster Juice continues to grow with locations across Canada, the US, Mexico and UAE, and is on track to open 40-45 new stores in 2018!

For more information, contact us at BMO Bank of Montreal, National Franchising Services, 55 Bloor St. W., 17th Floor, Toronto, Ontario M4W 3N5 Contact: Joseph Pisani at 1-877-629-6262, E-mail: franchising@bmo.com Or visit bmo.com/franchise

Units Canada: 351 USA: 4 International: 5 In Business Since: 1999 Franchising Since: 1999 Franchise Fee: $30K Initial Investment Required: $110K Turnkey costs: $274K Training: Two Weeks + Ongoing Support Available Territories: Canada, International CFA Member Since: 2002

Chicken on the Way takeout restaurant opened in Calgary in 1958.

Today our values remain the same as when we first started: prepare and serve homemade food, always the best quality at a reasonable price.

• A trusted brand – Nearly 700 locations worldwide and 35+ years’ experience franchising • A robust model – COBS Bread is built on providing exceptional product, friendly service and a welcoming environment for all customers • Community focused – All bakeries donate to hundreds of local schools, groups and charities across Canada • Authenticity – COBS Bread operates with honesty and transparency

WORLD’S MOST SUCCESSFUL BAKERY FRANCHISE

Our menu hasn’t changed much through the years either. Fried chicken, fritters, fries and salads are all made fresh daily onsite, sourcing local ingredients whenever possible.

It’s a business philosophy that has proven itself over 50 years, through recession and boom times. Our first franchise opened in March 2011 and is a huge success. We have grown to include 10 franchises and one corporate store and have decided to expand further in Western Canada.

Initial franchise fee: $20K Total investment of $300K to $350K 160 hours minimum training for franchisees For more information: Phone: 1-403-283-5532 Email: info@chickenontheway.com www.chickenontheway.com

Awards 2015 Recipient CFA Award of Excellence in Franchising, Silver Award Winner 2010 & 2012 Recipient CFA Award of Excellence in Franchising, Bronze Award Winner 2011, 2012, 2013, 2014, 2015, 2016 & 2017 Recipient CFA Franchisees’ Choice Designation Contact the COBS Bread Franchising Team E franchise@cobsbread.com P 1 866 838 COBS (2627) W www.cobsbread.com/franchising

FranchiseCanada March | April 2018

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MARKETPLACE

Crepe Delicious is Canada’s largest and fastest growing mallbased creperie and gelateria. Specializing in the creation of world-class sweet and savoury crepes and handcrafted gelato, we take pride in being a leader in the trend towards healthier eating.

Serving breakfast, lunch, dinner and dessert, Crepe Delicious offers fresh, nutritious and tasty food for people on-the-go. All of our crepes are made-to-order by our Crepe Chefs allowing customers to watch as their crepes are being prepared. Our signature crepe batter is only 130 calories and 4 grams of fat and then filled with the finest and freshest ingredients. Fresh veggies and protein create our popular savoury crepes, and we offer a selection of irresistable sweet crepes filled with fresh fruit combinations.

Our premium gelato is a perfect complement to the specialty crepe business. All our gelato and sorbet flavours are handcrafted on-site daily with natural ingredients. We proudly serve sugar-free and dairy-free options to meet market demand.

We are a world-class franchisor with a commitment to quality, having more than 6,500 stores in more than 27 countries. DQ Grill & Chill® offers a variety of soft-serve treats along with a full line of hamburgers, hotdogs, chicken and salads. As an ongoing expansion program, we are presently accepting applications for DQ® franchises across Canada. Candidates must have business acumen, superior people skills and desire to work with a proven franchise system. A DQ Grill & Chill® has a total investment of approximately $800,000 - $1,200,000 or more. The candidate must have a minimum of $400,000 cash available. A DQ® Treat location can be in major shopping malls or as a free-standing unit. The total investment for a retail store is between $300,000 $500,000 and up to $800,000 for a free-standing unit. Applicants must have a minimum of 40% project cost in cash to invest. www.dq.ca Contact: Tammie Verna at tammie.verna@idq.com or 905.637.4741

Our unique concept combines comparatively low food costs with excellent site selection to provide our franchisees with the recipe for success.

Single-unit, area development and master franchises available for this innovative specialty food concept. www.crepedelicious.com • info@crepedelicious.com Phone (905) 326-2969 Toll Free (877) 582-7373

Driverseat Chauffeur Services Driverseat is the latest emerging trend in home based franchise systems, blazing a new industry in personal transportation. Our franchise partners specialize in marketing, strategizing and growing their business, while their Coachmen (drivers) focus on transporting customers and their vehicles, through 4 unique services. Protected terrritories available throughout Canada and the U.S. Total capital required - $20k to $35k Innovative Technology Platform $21,000 franchise fee Home based No need for inventory Significant industry size No capital real estate leases 4 tier extensive training program Designated Driver

Airport Chauffeur

Assisted Transport

Vehicle Chauffeur

1-855-DRIVE-90 | info@driverseatinc.com www.driverseatinc.com

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Grab the Day by the Eggs® Eggspectation is an innovative upscale-casual dining restaurant concept. Founded in 1993, Eggspectation restaurants are known for their brunches. With an extensive all-day menu choices, Eggspectation offers a unique experience. From breakfast to brunch, lunch to coffee & dessert time to happy hour and dinner, Eggspectation is the place to kick back in style with friends, family and business associates and enjoy good times in this unparalleled environment.

Franchise Units: Canada 14, USA 6, International 7 Corporate Units: Canada 1, USA 1 In Business Since: 1993 Franchise Since: 1998 Franchise Fee: $50K Investment Required: $500K-$1M Training: 10 weeks Available Territories: All of Canada, USA, International CFA Member Since: 2011 7960 rue Saint-Denis, 2nd. Flr., Montreal, QC, H2R 2G1 Phone: (514) 282-0677 / (855) 331-EGGS (3447) Fax: (514) 282-8115 Web: www.eggspectation.com Email: info@eggspectation.com Contact: Enzo Renda, CEO

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

MARKETPLACE

Signage has never been more important. Right now, businesses are looking for new and better ways to compete. Industries are revamping to meet compliance standards. And advertisers are expanding their reach into new media, like digital signage, QR codes and mobile websites. Join the franchise that’s leading the next generation of business communication. Now more than ever, businesses look to FASTSIGNS® for innovative ways to connect with customers in a highly competitive marketplace. Our high standards for quality and customer service have made FASTSIGNS the most recognized brand in the industry, driving significantly more traffic to the web than any other sign company.

We also lead in these important areas: • Entrepreneur - #1 in Category, 2018 • Franchise Business Best in Category, 2017.

FBR 50 Award 2006-2017 • Franchise Research Institute World Class Franchise 2011-2017 • CFA Franchisees’ Choice Designation 2004-2017 Mark L. Jameson, Exec. VP of Franchise Support and Development FASTSIGNS International, Inc. 2542 Highlander Way, Carrollton, TX 75006 214-346-5679 office; 866-422-4927 efax mark.jameson@fastsigns.com www.fastsigns.com

Fatburger, the hip and cool burger chain, has been serving up the freshest, biggest, juiciest burgers since 1952. 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 An upper-tier, quick-casual and fully licensed hamburger restaurant serving fresh, never frozen custom made Alberta Angus beef burgers, grilled in front of guests, Fatburger is a recognized leader in the premium burger category. We offer an extensive menu and dynamic décor that brings food, fun and style together. Fatburger also serves a variety of premium chicken sandwiches, turkey and veggie burgers, Buffalo’s™ World Famous chicken wings & tenders, hand-scooped ice cream milkshakes and home-style onion rings. The taste and quality of Fatburger has been inspiring fierce customer loyalty since its inception in 1952.

53 locations across Canada and growing!

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

For locations and more visit fatburgercanada.com.

Join Firehouse Subs Today Across Ontario!

Tastes Good like a Hamburger Should!

Firehouse Subs is a fast casual restaurant chain with a passion for Hearty and Flavorful Food, Heartfelt Service and Public Safety. Founded in Jacksonville, Florida by former firefighters and brothers Chris and Robin Sorensen, Firehouse Subs is a brand built on steaming hot subs with the highest quality meats and cheeses piled high. The founders are the real deal and the company is built upon a family of franchise operators who share their same passion for serving others. Firehouse Subs consistently ranks number one in among fast casual brands in the categories of food quality, taste, flavor, and friendly service.

Fresh Burger is a boutique burger restaurant with an open kitchen concept. Our simple menu of superior tasting burgers is designed to be simple to operate and to minimize up-front investment and enhance franchisee profitability. We are obsessed with franchisee profitability. Fresh Burger has become the PREMIER BURGER BRAND in the Greater Toronto Area by focusing on fresh premium grade meat and fresh-cut fries. Customers consider our handcrafted burgers to be the best value in the market which translates to higher guest satisfaction/visits and ultimately increased potential franchisee earnings.

In 2005, Firehouse Subs created Firehouse Subs Public Safety Foundation with the mission of providing funding, life-saving equipment and educational opportunities to first responders. In fact, Firehouse Subs has given more than $29 million to hometown heroes across the U.S., Puerto Rico, Mexico and Canada.

Investment Required: $150-$300k Available Territories: Ontario, Single Units, Multi Units, Master / Territory Franchise Opportunities Available: Single Units, Multi Units, Master / Territory Franchise Units Canada: 3 In Business Since : 2013 Franchising Since: 2016 CFA Member Since: 2016

Our growth is carefully calculated to optimize restaurant potential, profitability and the success of our franchisees.

For more information about franchising with Firehouse Subs, contact Brent Greenwood at franchising@firehousesubs.com or 877-887-8330. www.firehousesubs.ca

CALL NOW (416) 587-7639 franchising@fresh-burger.com

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“Live Life with Flavour!”

Gino’s Pizza is a big player in the restaurant industry since 1981, specializing in Gourmet Pizzas and Specialty side orders for Walk-in, pick-up & delivery. We provide the best possible value & satisfaction to our customers who desire great tasting Gourmet Pizza and wings. We offer unique marketing program to promote directly to homes, apartments, schools & businesses on a weekly basis. We have an easy to remember number 310-4466 (GINO) with centralized Call Centre with friendly knowledgeable agents to process orders. Gino’s future goals is to expand into international markets with the next year.

Franchise Fee: 20K Investment required: 230K – 285K Available territories: All of Canada & International Training: including and ongoing Franchise Units Canada: 95 In Business since: 1981 Franchising since: 1982 CFA member since: 2012 For franchising information, please contact the Head Office Office: (416) 235-0000 Ext 2006 E-mail: vito@ginospizza.ca

Become a part of an exciting opportunity with a Gorilla Property Services franchise! We are the industries choice for EXTERIOR PROPERTY MAINTENENCE. Our companies happy branding and professional appearance set us apart from all of our competitor’s and leave our client’s with a smile each and every time. If you love working outdoors, making your own hours, having time for family and developing your business into a “well oiled machine” than a Gorilla Property Services franchise is for you.

• Multi-Billion Dollar Industry • High Profit Margins • Low Investment & Operating Overhead • Be a Part of a Fun Organizational Culture • Exclusive Territories at $40K!!

Franchise Fee: $15K Startup Capital Required: $25K Available Territories: All of Canada Training : 2 weeks at Gorilla Headquarters Franchise Units Canada: 16 Corporate Units Canada: 1 In Business Since : 2012 Franchising Since: 2016 CFA Member Since: 2016

www.ginospizza.ca/franchise

1-844-GORILLA www.GorillaPropertyServices.com

“It’s Gonna Be Great”

Heart To Home Meals

Great Clips is the world’s largest and fastest growing salon brand with 4200 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 multi-unit opportunity. Manager-run salons allow for flexibility in how you transition into business ownership. No haircare experience necessary!

Targeted to serve Canada’s fastest growing demographic, Heart To Home Meals delivers delicious, nutritious, high quality frozen meals to seniors in their own homes. The company is committed to food excellence, great customer service & the power of the entrepreneur as a franchisee. The model is based on our highly successful sister franchise Wiltshire Farm Foods in the UK, which is also owned by apetito. Heart To Home Meals has a limited number of territories available in Manitoba, Ontario and Nova Scotia - don’t miss your chance to be part of a company servicing Canada’s fastest growing consumer segment.

Franchise Fee: $20K (USD) Investment Required: Net Worth $300,000 ($500,000 in select markets) Available Territories: Alberta, British Columbia, Manitoba, Ontario, Saskatchewan, United States Training : Yes Franchise Units Canada: 150 USA: 4050 In Business Since : 1982 Franchising Since: 1983 CFA Member Since: 2006 Find out more at www.GreatClipsFranchise.com.

Visit www.HeartToHomeMealsFranchise.ca Heart To Home Meals Highlights • Business Type: Franchise – Delivering frozen meals directly to the customer’s home. The meals are prepared by the franchisor, then sold and delivered by the franchisee.

• Total Franchise Fee: $40K • Training & Start up Materials provided: YES • Home-Based: YES • Royalty and Ad fund: Both 0% Contact: Matthew Diestl • Tel: 1.800.268.8199 ext. 242 matthew.diestl@apetito.ca

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Jani-King is the world’s largest commercial cleaning franchise with over 9,000 franchisees in 10 countries and over 40 years of experience!

The unique Jani-King Franchisee Concept, available for as low as $11,900, provides our franchisees with an edge over the competition.

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

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

Ready to be your own boss? Contact us today and join the more than 9,000 other Jani-King franchise owners worldwide.

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

JOIN AN ICONIC BRAND Since 1972, Maaco has restored the safety and appearance of more than 20 million vehicles, providing automotive paint and collision repair services for nearly 500,000 drivers annually. With over 500 centres in North America, Maaco is leading the pack of paint and collision repair franchises. Our franchisees experience an ideal work-life balance, operating Monday – Friday, from 8 a.m. to 5 p.m.; with average certified centers averaging sales upwards of $1.2 million, pulling over $190,000 in average income (See Item 19 of the Maaco FDD). If you’re looking for a nationally recognized brand, with turn-key operations and an extensive support team, call us today to discuss your Maaco opportunity!

Established: 1972 Date of first franchise: 1974 Franchise/corporate units in Canada: 20 Initial franchise fee: $35,000 Investment range: $250K - $350K Minimum startup capital: $140K Initial training offered? Yes Ongoing training offered? Yes Available territories: AB, BC, MB, NB, NL, NS, NT, NU, ON, PE, QC, SK, YT Maaco Systems Canada, Inc. T: 704-858-0729 • E: franchising@maaco.com https://www.maaco.ca/franchise-opportunities/

CHICKEN

TATERS

Welcome to the largest Canadian-owned quick serve chicken restaurant in the country and the fastest growing franchise in Canada.

Mary Brown’s Chicken & Taters continues to expand across Canada, with about 140 stores now open. We expect that number to double in the next few years. It’s a growth plan we’d love you to be part of!

The food is exceptional and the numbers are impressive. We’ve enjoyed 14 consecutive years of same store sales growth and are destined to continue this trend.

Our genuine approach to customer service, Made Fresh from ScratchTM food and warm smiles are what keep our Guests coming back. It’s based on almost 50 years of continued growth and success. We use proprietary cookers to create the plumpest, juiciest Chicken and fresh-cut Taters. Add to that, our comprehensive franchisee support including training, financing and marketing, and you’ll see that a Mary Brown’s franchise is an unbeatable opportunity that you don’t want to miss.

Give us a call at 416-576-3911 or 905-513-0044 or email us at franchising@marybrowns.com www.marybrownsfranchising.com

McDonald’s® has always been a franchising company and has relied on its franchisees, our Owner/Operators, to play a major role in the System’s success. McDonald’s remains committed to franchising as a predominant way of doing business.

We are actively seeking highly qualified business people to join our System as Owner/Operators.

Owning a McDonald’s restaurant is a tremendous opportunity.

We are seeking individuals with significant business experience who have successfully owned or managed multiple business units or have led multiple departments and who have significant financial resources.

We are a family of over 289 Owner/Operators passionate about satisfying our customers, growing our business, making money and having fun.

McDonald’s continues to be recognized as a premier franchising company around the world. To learn more about franchising opportunities with McDonald’s Canada, please visit us at www.mcdonalds.ca Franchise opportunities are now available across Canada! ©2018 McDonald’s

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As a multinational franchisor with nearly 1,000 franchises worldwide, Meineke is recognized as one of North America’s largest franchises. Since starting out in 1972, Meineke has serviced over 50 million vehicles.

If you are looking for an opportunity with excellent earnings potential, you should consider Meineke.

The benefits of being a Meineke franchisee: • Excellent brand awareness • Excellent training programs • Protected territories • Opportunities across Canada • Complete car care maintenance services And most important, a franchisor that cares about its franchisees.

Meineke has made a commitment to grow its Canadian franchise program in all Provinces across Canada.

The opportunity is right for you now, as there are excellent markets available near you.

We will provide support in site selection and financing.

Minimum cash investment of $110,000 required.

Ensuring Conference Successes for 30 Years The cost of an annual conference is a large budget item for all Franchisors, yet the ROI is massive.

You have a chance to connect to your network of Franchisees, deliver key messaging and motivate the team towards greater heights. Every element of the conference must be flawless and have your franchisees confident in their leadership team and committed to growing the brand.

With over 30 years of conference planning experience on your side you can focus on the messaging, motivation and networking.

Meridican will be behind the scenes ensuring that your vision takes shape in every aspect of the conference experience.

In addition, our strong supplier partner relationships and experienced negotiation on your behalf results in cost savings concessions that can offset our management fee.

Trust your Conferences and Tradeshow planning to Meridican, we are your insurance policy for success.

For more information, contact Ed Pearson: 866-675-7687, ed.pearson@meineke.com www.meinekefranchise.com

For more information: Website: www.meridican.com Email: info@meridican.com Contact: Terry Manion 905-477-8262 or 1-877-477-7701

Midas is a globally respected automotive products and services provider with franchised, licensed, and company-owned locations throughout Canada, the United States and the world.

Interested in owning a Mr. Lube franchise?

Here are just a few of the ways we help you build success as a Midas franchisee: • Outstanding brand recognition • Growth-focused business model geared toward expanding customer base • Exclusive product warranties and lifetime guarantees • Exceptional advertising, utilizing today’s most powerful media • Knowledgeable and experienced senior management team with diverse backgrounds in retail, wholesale, operations and development • Unparalleled support and resources, strategically positioned for long-term franchise growth • Complete training and marketing support No business or retail management experience necessary.

Build your future with a leader ... Trust the Midas touch!

Contact us to learn more: www.midasfranchise.com or call 800.365.0007

With 174 locations and growing, Mr. Lube is the Canadian leader in automotive oil change and preventive maintenance.

In fact, we’ve served more than 45 million customers in our 41 years of business— and we are just getting started.

Mr. Lube offers: • A respected brand name supported with award winning advertising programs • Established operating systems • National purchasing programs and partnerships • An extensive franchisee support team • Industry leading training programs • Conversion opportunities We are looking for potential franchisees and existing independent operators who would like to take their business to the next level. If you are passionate about customer service and have the financial resources and leadership skills to grow with us, we would love to talk to you about becoming a franchise owner.

For more information email us at franchising@mrlube.com or visit our website at mrlube.com.

This advertisement does not constitute an offer of a franchise.

A franchise offering can be made by us only after we provide you with an appropriate Canadian disclosure document (as applicable in each province). Franchises may not be available in all provinces.

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For over 55 years Mr Mikes SteakhouseCasual Restaurants have been about feeling like you belong, where everyone feels comfortable in his or her own way. It’s your place - a place where you don’t have to be something you’re not, you can just be yourself.

It means tasty and affordable creations from our signature steak and Mikeburgers to our home-branded wines and beers.

Our plans are to open 30 new restaurants in Western and Eastern Canada over the next 5-year period and we invite you to call us for more information about franchise opportunities.

Canadian Franchise Association Members Food - Restaurants / Dining Rooms

p i z z e r i a + b a r

Mr Mikes SteakhouseCasual Restaurant Unit 100, 3700 North Fraser Way, Burnaby, BC, V5J 5H4 Phone: 604-536-4111 Fax: 604-439-7367 Web: www.rammp.net E-mail: rvillalpando@RAMMP.net Contact: Rick Villalpando, Vice President, Business Development Franchise Locations Canada: 34 Corporate Locations Canada: 3 In Business Since: 1960, Franchising Since: 2003 Franchise Fee: $50K, Capital Required: Min. $900K - 1.8M Training: min. 8 weeks Available Territories: AB, MB, SK, BC, ON CFA Member Since: 1997

Papa Murphy’s is the fifth-largest pizza chain in North America and the pioneer and leader of the take ‘n’ bake pizza segment.

Papa Murphy’s operates over 1,500 locations in Canada, the United States and Dubai. With the Canadian home office in Vancouver, BC, Papa Murphy’s offers custom-made pizzas featuring high-quality, fresh toppings which are generously layered on pizza dough that is made fresh each morning in each store. By baking Papa Murphy’s pizzas at home, customers get to enjoy their pizzas piping hot and conveniently ready when they want it.

• • • • • •

Ease of Operations Brand Strength Consumer Value and Appeal Low Initial Investment Ranked #1 Pizza Chain, three times by Zagat Four time “Chain of the Year” by Pizza Today

Franchise Fee: $25K | Minimum Investment: $250K Training & Support: Yes | Territories Available: Canada Papa Murphy’s Take ‘N’ Bake Pizza – Canada Website: www.papamurphys.ca E-mail: franchise@papamurphys.ca Phone: 1-855-425-PAPA (7272)

Pillar To Post Home Inspectors offers franchisees the opportunity to take control of their lives and lifestyles. With a home-based, low overhead model, franchisees can reach positive cash flow quickly in a self-controlled environment. Your schedule is flexible and your outgoing personality allows you to develop community relationships with realtors and home buyers. Pillar To Post Home Inspectors offer home buyers and owners peace of mind regarding their most important investment, their home.

Franchise Fee: $18.9K Startup Capital Required: $20K Investment Required: $33,150-$42,550 Available Territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, New Brunswick, Nova Scotia, Prince Edward Island, Newfoundland and Labrador, Yukon Territory, Northwest Territories, Nunavut, United States, Single Units Franchise Opportunities Available: Single Units Training : In house training and instruction program Franchise Units Canada: 88 USA: 446 In Business Since : 1994 Franchising Since: 1994 CFA Member Since: 2013 For further information, please visit www.pillartopostfranchise.com

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The Pizza Nova story began in 1963 when a young Italian family opened the very first Pizza Nova restaurant. Today Pizza Nova is still family owned, represents over 140 locations across Ontario and specializes in hand-tossed Italian style pizzas that are complemented by an extensive menu of proven favourites.

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

Pizza Nova is the Official Pizza of the Toronto Blue Jays, Toronto International Film Festival, and the CNE. Our 55+ years of success continues as a direct result of our uncompromising commitment to providing the highest quality product made from only the finest quality ingredients. In 2015 we became the first Canadian pizza company to introduce pepperoni sourced from beef and pork raised without the use of antibiotics. We have since expanded our ‘Raised Without Antibiotics’ profile to include bacon, chicken wings , chicken pollini, grilled chicken, and smoked ham.

For more information contact our Director of Franchise Development, Vince Morano at 416.439.0051 ext 216 or vince@pizzanova.com

Grab Your Slice of Life!

Pizza Pizza began in December 1967 in a 300 square foot store in Toronto at the corner of Wellesley and Parliament Street. Since then we became the biggest pizza chain in the country.

Our success stems from our customer focus. Our commitments to freshness, quality, and innovation have led us to the top of the pile in the pizza industry. Pizza Pizza delivers on its goals time and time again as we strive to make the best pizzas around at reasonable prices. Moving forward, we will continue to hold our leading position through community involvement and environmental stewardship.

Consider what Canada’s most successful pizza chain has to offer you: • A commitment to quality, • Comprehensive training freshness, customer • Site selection, lease satisfaction and innovation negotiation and professional • Superior marketing and architectural design promotional support • Knowledgeable support staff • State-of-the-art technology • Administrative systems • Ongoing professional • We supply the ingredients development • Be your own boss!

Franchising information: franchisinginfo@pizzapizza.ca www.pizzapizza.ca/franchising

TM

IT PAYS

Prepping Home for Sale and Much, Much More!

Do you like Real Estate, Design, Staging, Renovations, Networking with People, a Flexible Work Schedule, then Prep’n Sell could be the Right Fit For You. Our “One Call” Hassel Free franchise caters to Real Estate agents and home owners who are looking to sell or buy a home. A Prep’n Sell Franchise can have 100’s of Real Estate Agents promoting their Business. What a WIN / Win Concept! One call gives them a full spectrum of home improvement services and specialists.

Plus RENOmagic “everything PLUS the kitchen sink” for homeowners that need an update or renovation.

It’s like having 2 Franchises for the Price of ONE! • Work from home with no employees • Ask about our SOFT START entry program • An in demand, niche market business • Multiple revenue streams • A complete Turnkey System • For Women or Men • A family business • Complete Training and Ongoing Support • Join a community of franchises just like you • State of the art software Contact David Collier today.

416-201-1010 • dcollier@prepnsell.com www.prepnsell.com

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A Print Three Smart Business Centre is a turn-key operation designed to get you up and running and doing business quickly and successfully.

With 48 locations across Canada, Print Three is one of Canada’s largest owner-operated print networks. Print Three provides all franchise owners with in-depth training and ongoing support in the areas of marketing, promotions, advertising, web-based communications, décor, finance, inventory and supplies. We provide franchisees with current research on industry trends and new services, as well as on relevant technology and equipment.

Business owners across Canada choose Print Three for our superior marketing approach and sales program, which effectively combine print, web and marketing.

In the business for over 45 years, Print Three brings a wealth of industry expertise and innovation to the table. When you join Print Three you join a network that enjoys an excellent reputation and brand recognition across the country.

For more information contact us at franchiseopportunities@printthree.com or call: 1-800-335-5918 ext. 330. www.printthree.com

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

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Join The Future of Real Estate

Join the Quesada franchise team and discover the Joy of Mex!

The Internet has transformed everything we do. It allows visionary companies to move faster and make things happen for less money. That’s why you don’t see many ads for video store or travel agent franchises in this magazine like you once did.

QUESADA FRANCHISEE BENEFITS:

If you’ve often thought that the real estate industry is also ripe for major transformation, then it’s time to join the club.

At PropertyGuys.com we leverage people and technology in a way that makes real estate better. Our national network of over 100 franchise owners enjoy being on the cutting edge of innovation, have exclusive territories and represent a real estate platform that creates raving fans. While we’re already in over 600+ communities coast-to-coast, we’re not done growing. This could be your chance to be part of something amazing.

If you want to learn more about how you can own a piece of the Future of Real Estate please let us know by email to opportunities@propertyguys.com, phone 1-855-252-6974 x 110 or by visiting www.PropertyGuysFranchise.com.

• Affordable entry cost • Proven business model • Canadian owned company with hands-on franchisee support including: ° Site selection, lease negotiation, and restaurant design expertise ° Operational and management training ° Advertising and promotional support ° Systems to build sales, reduce operating costs and increase profitability Three corporate locations and 100 franchises from coast to coast – with more locations opening every month.

Tom O’Neill President

FRANCHISE SPECIALISTS & FLEXIBLE FINANCING SOLUTIONS For over 35 years, the RBC Royal Bank national franchise team has provided financial solutions specifically designed to meet the unique needs and challenges of franchisees. Our qualified franchise specialists can offer you the support, expertise and market knowledge necessary to help you grow your successful franchise business in Canada.

Whether you’re thinking about opening your first franchise or you are refinancing or expanding your existing franchise, you will benefit from working with an organization that understands your business. At RBC, we will work in partnership with you to help you meet your business goals.

Talk to one of our franchise specialists for more information, and find out why more Canadian franchisees choose RBC Royal Bank.

Visit us at:

www.rbcroyalbank.com/franchise

E-mail us at:

franchise@rbc.com

Call us at:

1-800-ROYAL-20

Toll Free: 1-866-854-2400 ext.101 tomoneill@quesada.ca www.quesada.ca

Snap-on® is a world leader in the design, manufacture and marketing of innovative, top-quality, value-added tools, software and services to the automotive, aviation, marine, RV, ATV, and related industries. Our unique network of more than 394 stores in Canada is a crucial link to our customers. As a Snap-on Franchisee you’ll take your well-merchandised “Mobile Store” to your customer’s place of business and provide personalized service and solutions associated with the world-renowned Snap-on brand.

Custom business software, franchise financing and customer credit financing is offered. No royalty or advertising fees apply.

If you are ready to be your own boss and drive your own future, contact Snap-on today.

To learn more about Snap-on franchise opportunities, visit www.snaponfranchise.ca QUEBEC: MICHAEL COBURN 1-800-665-8665 x244 | michael.l.coburn@snapon.com ONTARIO/ATLANTIC CANADA: LEEMAN REID 1-800-665-8665 x223 | Leeman.A.Reid@snapon.com WESTERN CANADA: LEEMAN REID 1-800-665-8665 x223 | Leeman.A.Reid@snapon.com Snap-on Tools of Canada Ltd. 6500 Millcreek Drive, Mississauga, ON L5N 2W6

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Sunset Grill is a Canadian all-day breakfast restaurant franchise founded in Toronto, Ontario by Angelo Christou in 1985. With 72 franchise locations across Canada and growing, Sunset Grill has become Ontario’s favourite destination for fresh-made breakfast and lunch. We are now positioned to expand across Canada and select markets in the United States.

Fresh is Tastiest™ is our philosophy here at Sunset Grill – our guests are loyal to our brand and love our food because we use fresh ingredients, healthy cooking methods, deliver generous portions, and fast and friendly service.

Sunset Grill is the perfect opportunity for a rewarding investment and great work-life balance, with a one-shift operation and short hours, low staff turnover, and high margins leading to excellent returns and the building of a saleable asset.

To learn more about franchising opportunities with us, visit sunsetgrill.ca and select the Franchising Tab.

TACO TIME CANADA Canada’s leading Mexican fast food restaurant chain. We prepare great food in our stores, in a fast and friendly environment. Join our growing list of successful franchisees and participate in the continued expansion of the Mexican segment.

We have unit types to fit different investment and operational criteria. From drive thrus, in-line and food courts, TacoTime delivers real mexican food with flare. We provide training, site selection and ongoing operations and marketing support for all stores.

Total investment ranges between $225,000 and $400,000, depending on unit type. Cash requirements are $75,000 to $125,000, again depending on unit type.

Web site: www.tacotimecanada.com Call Toll Free Steve Nickerson 1-800-471-5722 A4, 416 Meridian Road SE, Calgary, Alberta T2A 1X2 Phone: 403-543-3490 Fax: 403-543-3499

You know The UPS Store for shipping, but did you also know that The UPS Store is Canada’s largest franchised network of business resource centres? Did you also know that The UPS Store is also Canada’s largest chain of copy & print centres? Servicing the growing the growing small/home office market, The UPS Store offers the convenience of a one-stop shop for business services such as photocopying and digital printing, offset printing, worldwide courier services, packaging supplies and services, mailbox and fax services, document finishing, and more. This dynamic chain leverages on one of the world’s most well-known brands, UPS. This is your opportunity to join a North Amercian market of over 5000 locations (and growing!)

Wellnessnews Choices for Healthy Living ® is a multi-media publishing platform that includes print, online and social media.

Wellnessnews offers communities an opportunity to discover local natural and alternative solutions to improve their health and well-being. This neighbourhood collective provides an informative resource that showcases local health practitioners and businesses to help our communities achieve this common goal, providing you an opportunity to make a difference in a rapidly expanding marketplace.

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

• Easy Publishing Software

Locations, North America: Over 5000 Locations in Canada: Over 360 Minimum cash investment: $100,000 Total cash investment: $169,750 to $193,500 plus working capital For more information on The UPS Store opportunity, call 1-800-661-6232 or visit www.theupsstore.ca.

• 3-day Training and Ongoing Support

Ideal Home-Based Business • No Expensive Overhead

• Amazing Testimonials • Low Initial Investment Franchise Fee: 14.5K Investment Required: 25K Available Territories: Canada WELLNESSNEWS CANADA, INC. Website: WellnessnewsFranchise.com E-mail: opportunity@wellnessnews.ca Phone: 1-800-840-4309

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Quality Is Our Recipe

CFA’s Official Online Franchise Directory

To Dave, quality always came first. This means serving the most delicious food using the freshest ingredients in restaurants that are always clean and comfortable. When you believe in quality, it becomes part of your everyday life.

116-5399 Eglinton Ave W Toronto, ON M9C 5K6 Web: www.LookforaFranchise.ca Email: info@cfa.ca

Franchise Fee: $50K Startup Capital Required: $1M+ Investment Required: $2M +/Available Territories: British Columbia, Alberta, Saskatchewan, Manitoba, Ontario, Québec, New Brunswick, Nova Scotia, Newfoundland and Labrador Training : up to 12 weeks Franchise Units Canada: 361 USA: 5427 International: 500 Corporate Units USA: 337 In Business Since : 1969 Franchising Since: 1972 CFA Member Since: 2005

Unleash your potential and take control of your future by becoming a franchisee with LookforaFranchise.ca. As the Official Online Franchise Directory of the Canadian Franchise Association (CFA), every franchise listed on the site is a CFA member. CFA members join voluntarily, abide by the CFA Code of Ethics, and are committed to excellence in franchise business practices. Discover the right franchise for you with this free online directory of over 500 listings of CFA member franchise brands.

wendys.com/franchising

In Business Since: 2013

For advertising information, contact Jill Todd, jtodd@cfa.ca, (416) 695-2896 ext. 223.

We provide services for: Franchisors and Franchisees

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And it’s FREE!

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Subscribe today at www.FranchiseCanada.Online FranchiseCanada March | April 2018

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WHAT’S NEXT

DON’T MISS our May/June 2018 issue!

THE BEAUTY, HEALTH & WELLNESS ISSUE Are you excited by the idea of running your own healthy business? Whether your interest is in nutrition, health services, fitness, beauty, senior care, or other areas that promote wellness, there’s a franchise for you!

This issue is chock full of energizing opportunities, along with a healthy serving of franchisee success stories. To further fuel your future success, we’ve also included the Ultimate Guide to Buying a Franchise in Canada, which includes expert advice and tips to help you navigate the path to becoming a successful franchisee.

So take a deep breath, and get ready to explore the beauty of franchising!

Watch for these informative features in our May/June 2018 issue:* Beauty Spa Franchises: Providing everything from facials, massage, waxing, nail services, laser hair removal, and other treatments and services, the featured beauty spa franchises are helping their customers feel great inside and out.

Healthy Food Franchises: If you’re passionate about great-tasting, healthy meals, you’ll want to learn more about these featured food franchises that are stepping up to the plate to provide Canadians with quality food that’s good for you – and tastes great!

Ultimate Guide to Buying a Franchise in Canada: The perfect tool for anyone considering franchising, the Ultimate Guide provides the insight you need to help you through the whole process, including finding the right franchise fit, and doing the proper due diligence.

Plus a Special Franchise Focus on Summer Treats & Patios!

IN EVERY ISSUE: • Industry News • Show Me the Money • Franchise Tutorials • Leadership Profile • Giving Back • Home-Grown & Locally-Owned • Ask the Experts • Day in the Life • The First Year • Franchise Fun *Editorial subject to change

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Health & Wellness Franchises Across Canada: Franchises from coast to coast are putting wellness first in their communities. Check out this compendium of health & wellness franchises across the country, and learn more about how they’re helping Canadians live healthy and happy lives.

Senior Services: The Canadian population is aging, and this means an increased demand for services that cater to seniors across the country.

From transportation to meal delivery, and more, we highlight franchises that are providing valuable assistance to this growing senior population.

Published by the Canadian Franchise Association

1 Year Subscription (6 Issues) for $19.95. 33% SAVINGS 2 Year Subscription (12 Issues) for $29.99. SAVE 50% Annual Directory for $9.99. (Available in print & digitally) To subscribe, visit www.FranchiseCanada.Online.

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Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

ADVERTISERS’ INDEX Big Smoke Burger................................. 15 www.bigsmokeburger.com

Great Clips............................................28 www.greatclipsfranchise.com

Pillar To Post......................................... 57 www.pillartopostfranchise.com

BMO Bank of Montreal.........................30 www.bmo.com/franchise

Heart to Home Meals............................ 74 www.HeartToHomeMeals.ca

Pizza Pizza............................................ 76 www.pizzapizza.ca/franchising

Booster Juice................................... 4 & 5 www.boosterjuice.com

International Franchise Association.....84 www.franchise.org

Prep ‘n Sell................................... 52 & 53 www.prepnsell.com

COBS Bread........................................... 69 www.cobsbread.com/franchising

Jani-King...............................................29 www.janiking.ca

PropertyGuys.com................................ 77 www.propertyguysfranchise.com

Cultures................................................. 15 www.culturesrestaurants.com

Jugo Juice............................................. 14 www.jugojuice.com

RBC Royal Bank........ Inside Front Cover www.rbc.com/franchisingadvice

Dairy Queen Canada............................ 70 www.dq.ca

Maaco..................................................... 72 www.maacofranchise.com

Snap-on Tools.......................................... 3 www.SnaponFranchise.ca

Driverseat................................................ 7 www.driverseatinc.com/franchise

Mary Brown’s Chicken & Taters.............. ................................. Outside Back Cover www.marybrownsfranchising.com

Sushi Shop............................................. 14 www.sushishop.com

Gorilla Property Services.................... 55 www.GorillaPropertyServices.com/ Franchise

OUR MAGAZINE IS IN DEMAND AND AWARD WORTHY.

Wendy’s................................................. 11 www.wendys.com/franchising

Mr.Sub.................................................... 15 www.mrsub.ca Mucho Burrito....................................... 14 www.muchoburrito.com

FranchiseCanada is an award winner in the Canadian Newsstand Awards, which takes into account a magazine’s newsstand sales performance. We are also proud to be the only franchise publication to win a Kenneth R. Wilson award for excellence in business journalism. eth R. Wilson enn Aw 5K

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Fresh Burger........................................... 9 www.fresh-burger.com

Midas International.............................. 68 www.midasfranchise.com

Toodaloo Pest and Wildlife Services.....55 www.ToodalooPestControl.com/Franchise

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Firehouse Subs...................................... 43 www.firehousesubs.ca

Meridican.............................................. 45 www.meridican.com

The UPS Store....................................... 65 www.theupsstore.ca

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Fatburger............................................... 31 www.fatburgercanada.com

Meineke................................................. 73 www.meinekefranchise.com

Thai Express......................................... 14 www.thaiexpress.ca

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FASTSIGNS............................................ 13 www.fastsigns.com

McDonald’s Restaurants Canada.........44 www.mcdonalds.ca/franchising

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Extreme Pita......................................... 15 www.extremepita.com

For advertising information contact: Gwen Dunant Tel: 877-254-0097 | E-mail: gwen@cfa.ca

FranchiseCanada March | April 2018

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GIVING BACK

Kicking the *&%! Out of Cancer 30 Minute Hit teams up with the Canadian Cancer Society to eliminate women’s cancer By Kristin Di Tommaso

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hen Jackson and Deanna Loychuk founded 30 Minute Hit in 2004, their goal was simple yet inspiring.

The husband-and-wife power duo aimed to establish a fitness centre devoted to empowering women both physically and in their daily lives, using a unique workout regime.

The result was a 30-minute circuit combining boxing and kickboxing techniques, enabling women across the country to get their hearts pumping, with the added benefit of joining a fitness centre run by supportive franchisees.

“We hear countless stories from our members about how our program has assisted them on a personal level,” says Jackson. “We have created an intimate community where women help one another reach their fitness goals, and in return, feel more confident in their lives as mothers, daughters, sisters, and spouses.”

For the Loychuks, the feel-good nature of the business encouraged them to make a difference in the lives of all women. In 2011, the partners established 30 Minute Hit’s Kick the *&%! Out of Cancer charity, teaming up with provincial cancer foundations to, as the name implies, work to eliminate women’s cancer.

In the eight years since, Kick the *&%! Out of Cancer events have been held throughout the month of October at locations across the country, and 30 Minute Hit has expanded its charitable efforts to a national level, with all proceeds raised donated to the Canadian Cancer Society.

“Our business has received insurmountable support from communities across the country, and we

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felt it was time we give back, too,” says Deanna. “The charity is great because it not only raises money for female cancer treatment and research, but also motivates our members to stay active.”

Members are encouraged to increase the number of times they complete the 30 Minute Hit circuit during the month in an effort to raise funds. In addition to donating their own money, participants are sponsored by family and friends, who will raise their donations each time the fitness routine is successfully finished.

The results have been astounding, not only in terms of money raised, but for 30 Minute Hit members. Both franchisees and members are enthusiastically committed to the cause, and the business has seen a surge in participation each year since the event started.

“It builds a sense of community, because everyone is doing it,” Deanna says. “It’s pretty cool when you walk into one of our locations and the floor is packed with women wearing our Kick the *&%! Out of Cancer pink shirts and completing the circuit, all for a common goal.”

The motivation members feel has even seeped into the local communities where 30 Minute Hit locations are active. Franchise owners have

been known to host pub nights open to the public, where prizes are auctioned off in support of the cause, and the Loychuks have even welcomed men to take part in the circuit.

For a special one night only, 30 Minute Hit locations across the country open their doors to the brothers, husbands, and sons of their members, who will pay a donation fee to complete the workout regime. The franchise also encourages members to take advantage of their Trainer Payback program. Gym junkies can literally get workout payback by donating five dollars to the Canadian Cancer Society to see their trainers complete one station on the 30 Minute Hit circuit.

With seven years under their belt, the Loychuks, 30 Minute Hit franchisees, and their members have raised well over $800,000 in support of women’s cancer treatment, and that number is only expected to increase over the next couple of years.

“Our goal is to hit over one million in our tenth year,” Deanna says.

Achieving that goal shouldn’t be a problem. With more 30 Minute Hit locations opening across the country from Halifax to Victoria, and with the company expanding into the United States, member participation is increasing, and the co-founders say every year more money is raised than the year prior.

“Everyone at 30 Minute Hit is inspired to reach this goal,” says Deanna. “And even after we’ve reached it, we have no plans of slowing down. Everyone’s been affected by cancer, and we’re committed to helping women across the country beat it.”

Canadian Franchise Association www.FranchiseCanada.Online | www.LookforaFranchise.ca

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Behind every Big Mary® there’s a big network of support.

Big Mary Sandwich

At Mary Brown’s, not only are we passionate about our Made Fresh from Scratch™ menu, we’re also dedicated to exceptional support for our Franchisees. From the coast-to-coast field team you see here, to a highly skilled home office group, you can count on Mary Brown’s for proven, professional guidance, a menu that brings customers back again and again – and something more – genuine caring every step of the way.

www.marybrowns.com

Contact

Safiah Arooz, Director of Franchising 416 576 3911 | franchising@marybrowns.com