Franchise World magazine | Autumn 2024

Advice on buying a franchise or franchising your business www.franchiseworld.co.uk

Autumn | 2024

FranchiseWorld Covering franchising since 1978

Paris Baguette: A new era for the UK’s bakery café culture With over 4,000 stores in 11 countries, Paris Baguette is renowned for its exquisite cakes, pastries, sandwiches, salads and coffee. Its mission is to transform every visit into a memorable experience.

HiQ expansion

due to meeting the growing demand for car servicing, tyres and MOT testing

Chicken Cottage

celebrates its 30th anniversary and is targeting new markets in Europe

Franchise exhibition

to kick-start your journey to business ownership and the potential of franchising

BE A NOLTE KÜCHEN

ane r

For over 65 years, we’ve been Germany’s leading maker of exceptional kitchens.

Now, thanks to our global success, we’re bringing our awardwinning brand of premium design and German proficiency to the UK. With a number of successful stores already open, and plans for many more, the time to be a Nolte Küchen franchise partner is now.

So if you’re an experienced entrepreneur or kitchen designer looking to be your own boss, get in touch — and let’s cook up something special together.

CONTACT US AT FRANCHISE@NOLTEKITCHENS.CO.UK AND WE’LL BE IN TOUCH

O R , V I S I T U S AT W W W. N O LT E  K I TC H E N S . CO . U K / F R A N C H I S E

Page 37

CONTENTS

SharkEye looking to launch across the UK and Ireland

SharkEye has joined forces with the well-known garage equipment brands, FASEP and GEG, to launch 33 territories for its van-based sales and service franchise to cater for the growing demand in garage equipment.

7

Paris Baguette: A new era in the UK’s bakery café culture With over 4,000 stores in 11 countries, Paris Baguette has become a beacon of quality and innovation in the bakery café sector. Its mission is to transform every visit into a memorable experience.

10

Nolte Kitchens launches franchise model to fuel UK expansion Further to its highly successful entry into direct-toconsumer retail in the UK market, Nolte Kitchens is targeting rapid expansion through the launch of its new franchise model.

35

Page 8

➥ www.franchiseworld.co.uk | Autumn, 2024 3

Page 28 which celebrates its 30th anniversary this year, has revealed plans to reach 100 stores worldwide by 2027 and is targeting new markets in Europe.

Page 22 My Property Pros – the exterior cleaning specialist

Having been founded nearly three decades ago, My Window Cleaner has rebrand to My Property Pros to take the franchise to the next level by becoming exterior cleaning specialists.

6

Kixx welcomes the ‘perfect’ franchisee to its network

The children’s football academy has welcomed franchisee James Cullingworth, a teacher and former professional footballer, to its network in Burton and Swadlincote, Staffordshire.

8

Snap Fitness set for gains with funding from HSBC UK

NEC, Birmingham, is the perfect place for a prospective franchisee to kick-start their journey to business ownership and unlock the potential of franchising.

16

Revive! franchisee’s journey to a successful business

Three years after launching Revive!

Aberdeen, franchisee Tom Giles shares his journey and challenges that have led his business to be on course to generate half a million pounds in revenue this year.

22

Chicken Cottage unveils plans to reach 100 outlets

The UK-based quick service restaurant,

Co-op agreement with EG On The Move ‘fuels’ growth on petrol forecourt sites

Co-op signs a new agreement with EG On The Move, to trial seven convenience stores across its UK sites.

The agreement aligns with the Co-op scaling its franchise business to reach over 500 outlets by 2030.

28

HiQ network expands with flagship centre

The new flagship HiQ centre in Bicester, Oxfordshire, is part of the continued expansion of the UK network which is positioned to meet the growing demand for car servicing, tyres and MOT testing.

37

Snap Fitness has boosted its expansion plans after increasing the amount of funding available to new franchisees with support from HSBC UK.

Kitchen Makeovers adds to its network of franchisees

The home renovation company reports that it is continuing to ‘ride a wave of success’ as new franchisees join its growing network of over 30 franchisees, with 12 additions since the start of the year.

9

Discover franchising at the UK’s flagship franchise exhibition

24

Page 16

39

The National Franchise Exhibition at the

FranchiseWorld magazine

Editor Nick Riding nick@franchiseworld.co.uk

Britain’s longest-established franchise magazine, founded in 1978, covers franchising from the perspective of the two parties – franchisees and franchisors, both prospective and existing.

Advertising and accounts manager Jane Eyles info@franchiseworld.co.uk

Autumn 2024 – No. 242

Franchise World Highlands House, 165 The Broadway, Wimbledon, London SW19 1NE info@franchiseworld.co.uk www.franchiseworld.co.uk

© 1978 – 2024 Franchise World Franchise World ISSN 0144-0543 ● Readers should seek advice from a qualified accountant and solicitor before

parting with money, or entering into financial or contractual commitments.

Information in the magazine is provided in the main by franchisors/advisors and readers should not rely upon it without having personally verified it at source.

4 Autumn, 2024 | www.franchiseworld.co.uk

Franchise World does not make any representation about the viability or otherwise of the franchises/advisers mentioned and does not accept any responsibility, or give any warranty, representation or assurance that statements, conclusions and opinions expressed or implied are accurate or valid.

FRANCHISE EXPERTS OFFER THEIR ADVICE Franchise recruitment: Insights, challenges and evolving tactics

Recruiting quality franchisees is at the heart of a successful franchise. But what methods are franchisors using to find the ideal candidate and is psychometric testing a useful tool. Four BFA members share their insights into recruitment.

By Pip Wilkins, Chief Executive, BFA

41

Petpals latest franchisees combine ‘a love of animals with business ownership’

Pet lovers Charlotte Arnold and Suzie Mossman are both realising their dream – merging their passion for animals with the excitement of business ownership by joining the Petpals network.

45

Gong cha unveils new global store concept ‘Gong cha 2.0’

Gong cha, the UK based fast-growing global tea brand, is rolling-out its brandnew store concept ‘Gong cha 2.0’ as part of its ambitious international expansion strategy to reach 10,000 stores by 2032.

46

Insights into the rise of owner financing in franchise resales

The key to success in owner financing is creativity and collaboration. By working together, buyers and sellers can structure deals that meet their unique needs, ensuring a successful transaction.

The importance of providing exceptional customer service in franchising

Uncovering the truth behind franchising myths

19

With a carer-centric approach to its home care business, Visiting Angels reports that five UK offices average turnover of over £1.5m per annum.

47

By Emma Bohan, Operations Manager, Franchise Resales

By Kevin Thackrah, Director, Petpals

Visiting Angels top five exceed £1m turnover

By Jack Hayes, Franchisor Relationship Manager, the dt group

13

Customer service stands as the cornerstone of success in the franchising sector. Whether you are a part of a fast-food chain, a retail outlet or a service-based business, the way your customers are treated directly impacts your brand’s reputation, customer loyalty and, ultimately, your bottom line.

Page 55

planning, expert financial guidance, and the ability to think ‘outside the box’.

Children’s franchises may see their students become future franchisees

Here, I share my insights into how children’s franchises nurture young people’s talents and confidence, while inspiring and cultivating the next generation of business owners like Stagecoach franchisees, Laura Grinnell and Sasha Cairns.

By Andy Knights, Chief Executive, Stagecoach Performing Arts

30

Is there a winning formula for a press release?

One of the most powerful tools in your PR arsenal is the press release. Always has been and always will be. But is there a winning formula for creating a press release that grabs attention and generates results? Let’s dive into the essentials.

By Lucy Archer, Co-founder, Rev PR

43

What do accountants know about franchising’s nuances?

Franchising, whether you’re on the buying side or the selling side, is a significant financial and operational undertaking. Success in this field requires more than just following a pre-set formula; it demands careful

51

Understanding the complex landscape of franchising is necessary for any prospects considering entering the world of franchising. I explore and debunk five of the most common myths so prospects can navigate the path of successful business ownership.

By Paul Edwards, Managing Director, GreenThumb

54

Make sure you understand the terms of the franchise agreement

Having been involved in various franchise disputes as a forensic accountant, I’ve observed common pitfalls that budding franchisees might face. Here’s what you need to know before signing on.

By Christine Rolland, Forensic Accountant, Henderson Loggie

58

Planning and managing your operations manual to achieve success

Creating an operations manual is like baking a cake. It requires the right ingredients, measured and prepared with precision to ensure it turns out perfectly. Each element of the manual is a crucial ingredient, and how you mix them will determine the final product’s success.

By Penny Hopkinson, Founder, Manual Writers International

61

Q&A to put you on the right track to buying a franchise

The fundamental issues of businessformat franchising for the beginner.

By Nick Riding, Editor, Franchise World

68

www.franchiseworld.co.uk | Autumn, 2024 5

EXTERIOR CLEANING FRANCHISE

My Property Pros – the exterior cleaning specialist H

aving been founded nearly three decades ago, My Window Cleaner has announced it has rebrand to My Property Pros. Following over six months of preparation, the company’s new name and look is designed to take the award-winning franchise to the next level as an exterior cleaning specialists.

Founder of the company Karen Prewer, said: “It’s been a long time since window cleaning was our only revenue stream.

As My Property Pros, we can truly showcase the strength and scope of our franchise. To say this is revolutionary is an understatement – franchisees are already outperforming predictions.”

My Property Pros explained that multiple revenue streams have been the driving force behind the transformation.

Whilst still a core service, window cleaning has long since sat alongside popular exterior cleaning services including gutter maintenance and cleaning, render cleaning, jet washing and conservatory cleaning.

‘Potential £1,500 revenue per day’ The most recent service introduced by the business that coincided with the rebrand is roof cleaning, which the company says has the potential to generate £1,500 revenue per day for franchisees.

New recruit, Ashley Stevens (above), was the first My Property Pros franchisee. Hitting the ground running in Kingswinford, West Midlands, he has already become the most successful

● Mathew and Victoria Phelps.

franchisee to launch in the history of the network, said the franchisor.

Stevens commented: “I wanted something that would give me a sense of pride, with time for my kids, and a great lifestyle. I did wonder if I was trying to ‘have it all’ but as it turns out, you can. I was so pleased that I found My Window Cleaner. When I found out the franchise was rebranding to My Property Pros, I was ecstatic.

“My long-term plan is to be multiterritory; I know what I need to do to get there and the plans are in place to achieve it. Roof cleaning is going to be a complete game changer. I had three enquiries on day one just from my van signage and since then, it’s been non-stop.”

“

My Property Pros is a fresh, sophisticated franchise offering a high-demand service. It’s extremely well run with the scope to quickly become a multi-van, multi-territory operation.

6 Autumn, 2024 | www.franchiseworld.co.uk

Fellow franchisees, Mathew and Victoria Phelps, Maldon & Witham, Essex, who also joined the network during the rebrand said they were attracted by the potential to scale and the impressive – and often surprising – infrastructure behind the business.

“My Property Pros is a fresh, sophisticated franchise offering a highdemand service. It’s extremely well run with the scope to quickly become a multi-van, multi-territory operation. It’s exactly what we were looking for and we’re so excited to be part of the network,” added Victoria.

My Property Pros prides itself on being a modern and dynamic business with traditional values of customer service, quality and care. AI-fuelled and datadriven, the brand says it offers franchisees impressive systems and unheard-of levels of automation as well as insights into their business, customers and market data. n

www.mypropertypros.co.uk/franchise

NEWS

SharkEye looking to launch across the UK and Ireland

● From left: Simon Evans (brand and growth director) and Carl Gibson (managing director) of SharkEye Wheel Aligners.

S

harkEye, a leading UK manufacturer of laser wheel aligners, has joined forces with the well-known garage equipment brands FASEP and Garage Equipment Group (GEG) to offer a garage equipment franchise opportunity across the UK and Ireland.

The trio – SharkEye, FASEP (an Italian garage equipment producer) and GEG (the owner of the EUROTEK brand) – said that 33 territories will be available to franchisees for its van-based sales and service franchise, which will cater to the growing demand for garage equipment.

Carl Gibson, managing director of SharkEye, said: “This is a unique opportunity to run your own sales and service business with direct, expert backing from three major automotive brands.”

Franchisee exclusivity Each of the territories will be licensed to sell, install and service SharkEye, FASEP and EUROTEK products.

Franchisees will also enjoy exclusivity on product servicing in their territory, and attractive trade discounts helping make them competitive as product sellers, said the group.

Fabio Boni, managing director of FASEP, commented: “Our products have earned a reputation over many decades for being the very best in innovation and quality. We’re excited about working closely with franchisees who share our

● SharkEye wheel aligner on a kit car at its showroom and training centre in Worksop.

desire for giving customers the highest quality service.”

SharkEye says it is currently running a pilot franchise from which it is gleaning data to underpin sales and profit predictions for future franchise territories.

“

Carl Allenson, managing director of GEG, adds: “We are thrilled to be a part

of this exciting project to cater more fully for customers’ growing demand for excellence in garage equipment.”

The investment level is £24,950 plus VAT and franchisees will have direct support of the SharkEye central team, which has four decades of wheel aligner and garage equipment expertise. n

www.sharkeyewheelaligners.com

This is a unique opportunity to run your own sales and service business with direct, expert backing from three major automotive brands. www.franchiseworld.co.uk | Autumn, 2024 7

CHILDREN’S FOOTBALL ACADEMY FRANCHISE

“

I know the brand well and after speaking with other Kixx franchisees, it really was an easy decision to make when the opportunity arose to become a franchisee.

Kixx welcomes the ‘perfect’ franchisee to its football academy network K

ixx, the children’s football academy, has welcomed franchisee James Cullingworth (above), a teacher and former professional footballer, to its network.

Cullingworth who has launched in Burton and Swadlincote, Staffordshire, brings extensive experience in both education and football, having worked

in education since 2012, and is currently a PE teacher at a school in Derby.

Spending a decade honing his football skills at Nottingham Forest Youth Academy, Cullingworth enjoyed a season as a professional footballer, before transitioning into coaching and education. He also holds both FA Level 2 and UEFA B football coaching badges.

8 Autumn, 2024 | www.franchiseworld.co.uk

Kixx adds that Cullingworth has also coached for other academies in the network for around seven years, making him the “perfect fit” for a Kixx franchise.

Marc Potter, operations director of Kixx, commented: “If someone asked us what the perfect Kixx franchisee looks like on paper, it would probably look similar to

NEWS

Snap Fitness set for gains with funding from HSBC UK

the CV of James. In our experience, teachers make incredible Kixx franchisees because they are naturally caring, dedicated and strive to make a difference to the lives of children, which is what we are all about.

“The fact that James is also a former pro footballer, qualified coach and former Kixx coach, makes him a wonderful person to lead the academies and we are confident he will make Kixx Burton an incredible success.”

‘My own business’ Cullingworth said: “I am absolutely delighted to have launched my own children’s football academies across Burton and Swadlincote. I know the brand well and after speaking with other Kixx franchisees, it really was an easy decision to make when the opportunity arose to become a franchisee.

“Helping the next generation through work is all I have ever known and loved to do, and now I can do this with my own business which is something I have always wanted to achieve. I live close by in Derby and I feel so privileged to have the opportunity to make a difference to children’s lives in the area and hopefully we can do lots of cool stuff to help the local community too.”

Kixx academy for children aged 18 months to 10 year olds, offers fun and age-appropriate football classes which focus on both physical and social development of the children. n

www.kixx.org.uk/franchise

S

“

We’re really excited by the opportunities for growth within our business and this funding will allow us to support more ambitious entrepreneurs as they realise their ambitions of owning their own gym.

nap Fitness, owned by Lift Brands, has boosted its expansion plans after increasing the amount of funding available to new franchisees with support from HSBC UK. The gym franchise banking partner, HSBC UK, will now lend up to 60 per cent of start-up costs to franchisees.

With Snap Fitness set to reach the 100-gym landmark in the UK and Ireland later this year, this uplift in funding will provide entrepreneurs with greater support as they look to establish their franchise business.

‘Highly profitable gyms’ Kevin Yates, chief executive of Lift Brands EMEA, said: “This is testament to the ongoing work of our teams across the Europe, the Middle East and Africa (EMEA) region who are operating highly profitable gyms.

“We’re really excited by the opportunities for growth within our business and this funding will allow us to support more ambitious entrepreneurs as they realise their ambitions of owning their own gym.”

Existing Snap Fitness franchisees are traditionally seeing a return on investment within three years, allowing them to quickly scale their investment

● Kevin Yates

and become multi-site owners, said the franchisor.

Anita Roberts, franchising director at HSBC UK, added: “The franchise industry continues to be incredibly resilient and this is reflected in Snap Fitness’ sustained growth. We look forward to working with more franchisees and helping to provide the funding required to successfully open more Snap Fitness locations across the UK.” Snap Fitness has over 1,000 gyms across the world in more than 20 countries. As well as no closures or sites currently up for sale in the EMEA estate, its UK membership base grew by over 17 per cent year-on-year across the same number of sites against an industry backdrop of four per cent. n

www.snapfitness.com

www.franchiseworld.co.uk | Autumn, 2024 9

FRONT COVER FEATURE

Paris Baguette: A new era in the UK’s bakery café culture A

s the autumn season unfolds, the UK’s bakery scene is warming up to a new, delicious addition: Paris Baguette. Since making its UK debut in October 2022, this premium bakery café has swiftly captured the hearts of locals

with its exceptional range of freshly baked goods and the promise of even greater things to come.

A taste of Paris, with a British twist Paris Baguette, a brand with a global

10 Autumn, 2024 | www.franchiseworld.co.uk

footprint spanning 11 countries and over 4,000 stores, has established itself as a beacon of quality and innovation in the bakery café sector. Known for its exquisite cakes, pastries, sandwiches, salads, and coffee, Paris Baguette’s

At the core of Paris Baguette’s UK vision is a commitment to becoming the heart of every community it serves. This vision isn’t just about selling products; it’s about creating a local haven where superior quality meets outstanding hospitality.

In every Paris Baguette location, from London’s Battersea Power Station to Kensington High Street, customers find more than just a café – they discover a place where every cake, pastry, and cup of coffee is a masterpiece of flavour and craftsmanship.

Creating unforgettable moments Paris Baguette’s approach to the UK market is deeply rooted in the belief that hospitality is as crucial as the food itself.

The brand strives to ensure that every guest feels genuinely welcomed and cared for, like a cherished friend. This emphasis on creating unforgettable moments is what sets Paris Baguette apart in a crowded marketplace.

“

The café’s warm, inviting atmosphere is complemented by a family culture of creativity and a relentless passion for quality and service. Every item on the menu is designed to surprise and delight, from the artfully decorated cakes to the expertly brewed coffee. This dedication to excellence not only inspires customer loyalty but also brings a little bit of joy to everyday life.

Growth and community impact The launch of Paris Baguette’s first UK location in Battersea Power Station marked the beginning of an exciting journey. With a second location already established on Kensington High Street, the brand’s presence is set to grow significantly with upcoming franchise openings in Notting Hill, Canary Wharf, and Clapham Junction. As we move into Q3 and Q4, these new stores will further embed Paris Baguette into the fabric of the UK’s bustling urban communities.

Looking ahead, Paris Baguette’s ambitions for the UK are as grand as the brand’s delectable creations. By 2030, the company aims to have 100 stores across the country, with plans to double that number to 200 by 2036. This

At the core of our UK vision is a commitment to becoming the heart of every community we serve.

This vision isn’t just about selling products; it’s about creating a local haven where superior quality meets outstanding hospitality.

expansion is not just about increasing the brand’s footprint; it’s about bringing the Paris Baguette experience to more communities, enriching daily life, and fostering a culture of warmth and hospitality.

A community-centric future Paris Baguette’s commitment to the UK extends beyond its products and customer service. The brand is dedicated to giving back to the communities it serves, with plans to engage in initiatives that support local causes and enrich the lives of residents. This approach aligns perfectly with the brand’s vision of success – not just in terms of growth and profitability, but also in making a positive impact on society.

As the leaves continue to fall and the days grow shorter, there’s a comforting presence on the high street – a place where the aroma of freshly baked bread and pastries invites you in, and where every visit feels like coming home. Paris Baguette is more than just a bakery café; it’s a community hub, a place where unforgettable moments are crafted daily, and where the future is as bright and inviting as a freshly baked croissant.

In a world that often feels fast-paced and impersonal, Paris Baguette offers a welcome respite – a place where quality, creativity, and hospitality come together to create something truly special. As the brand continues to grow across the UK, one thing is clear: Paris Baguette is here to stay, and it’s bringing a little bit of Parisian magic to our everyday lives. n

info@parisbaguette.uk www.parisbaguette.uk

www.franchiseworld.co.uk | Autumn, 2024 11

Advertorial

mission is simple yet profound: to craft each product with genuine warmth and care, transforming every visit into a memorable experience.

Unique product range Proven franchise concept Attractive commercial terms Franchise support Online customer ordering

PARIS BAGUETTE NEIGHBOURHOOD BAKERY & CAFÉ

No.1

Bakery Franchise

By Entrepreneur Magazine’s 2023 Franchise 500

If you're ready to join the Paris Baguette family and spread joy through the art of baking, contact them today to learn more about this exciting franchise opportunity. www.parisbaguette.uk

info@parisbaguette.uk

parisbaguetteuk

ADVICE FOR FRANCHISORS

Franchise recruitment: Insights, challenges and evolving tactics

By Pip Wilkins, Chief Executive Officer, British Franchise Association

T

he recruitment of new, high-quality franchisees is at the heart of every successful franchise organisation. But what methods are franchisors using to find their ideal candidate in autumn 2024 and are they working?

but they have very different concerns and questions when they arrive at our door. People are nervous because we’re still recovering from the cost-of-living crisis, and they have bills to pay.”

We recently canvassed BFA members for their views on the current state of recruitment in the franchising industry, their tips for successful recruitment strategies and their thoughts on psychometric testing.

What specifically does Ryan think is stopping prospective franchisees from purchasing a franchise? “It doesn’t help that people are coming to us feeling very low in energy, they are demoralised and fatigued. They tell us they want to be in charge of their own working lives, to be listened to and to make a difference which is good for us, because, as we know, franchising can offer them that freedom.”

Current recruitment landscape Ben Brookes, managing director of Agency Express, said franchise recruitment is better than it was and certainly better than last year: “If we’re being honest with ourselves, I don’t think anyone’s recruitment is back to pre-Covid levels. We are getting a larger volume of enquiries, however, converting them into usable candidates is proving difficult. Having said that, we have recruited more in the last 12 months than the previous and the candidates coming our way are good quality.”

awareness and having a strong ethical stance have been very important to us this year.”

Predictions for franchise recruitment in 2024/25

Identifying blocks to purchasing

Closer inspection of figures Ryan: “This year people are asking very pointed questions about finances. My team and I have spent more time looking at profit and loss accounts of our existing network’s businesses this year than ever before. Prospects have salaries they need to replace; they want to know what everyone is earning and more importantly, why some aren’t successful.

This gives us a great opportunity, right from the start, to explain what a franchisee needs to do to be successful.”

Challenges in franchise recruitment

Advertising vs communications/ PR/brand awareness

Ryan White, codirector of We Love Pets told a similar tale: “There is still a lot of uncertainty in the marketplace.

We’ll still hit our target of 20 new franchisees by the end of 2024 and the candidates we are seeing are very good,

Ryan: “We haven’t spent any money on advertising for franchisee recruitment this year, instead we’ve focused on PR, brand awareness and generally telling people about the culture of our company.

As a result, we’ve had a record number of people asking if they can work for us at head office, or for a franchise, because they like what they see. Most of those enquiries have been converted to franchise sales, so raising brand

Ryan: “I think we are going to have a very strong end to the year. We’ve had some great candidates come through, so yes, I think the end of 2024 into early 2025 is going to be strong.”

Ben: “I think recruitment will still be challenging, much the same as now. I don’t suspect the flavour of government will affect people’s mood to invest, and until finance rates are back to sub-four per cent, people aren't ready to accept the new normal.”

Psychometric testing in franchise recruitment Psychometric testing is a range of psychological tools, used by employers to gauge a person’s suitability for a role; employers say the results can help them only employ the right person for their company and the role, but how successful is it for recruiting franchisees and how widely is it used?

Experience over testing Both Ben and Ryan are in the ‘no’ camp when it comes to using psychometric testing, preferring to rely on gut feeling and experience.

Ben: “We don’t use psychometric testing; I don’t believe in it. I don’t want to make my candidates feel they are being examined. I think if you test people then they tend to give you the answers they think you want, rather than the truth.

“In our franchise we are looking for

www.franchiseworld.co.uk | Autumn, 2024 13

ADVICE FOR FRANCHISORS ‘character traits’ that we want to see in prospective franchisees e.g. they need to have a good working understanding of franchising and the obligations that come with being a franchise owner, they need to have a good work ethic and not mind putting in the hours, to have a good sense of humour, and be able to converse freely; to me these things are much more important than where they fit on a graph.”

Ryan: “I can’t see any pros to it if I’m honest. I am more interested if they can follow our model than pass a test. I’m looking for their ability to run a franchise; they need to be to have bags of tenacity, resilience and attitude. We do use DiSC (dominance, influence, steadiness, conscientiousness) profiling once they are on board, and we see people move from one section to another as their confidence builds, but not in the recruitment process.”

Recruitment failures Both Ryan and Ben admit that they made franchise recruitment mistakes in the early days.

Ryan: “In the beginning I made concessions that I wouldn’t entertain today. Six months later when it had gone wrong, I knew I should have stuck to my guns. Now I have a hard line and if a candidate doesn’t have the criteria I’m looking for, then it’s a ‘no’.”

Ben: “I made mistakes when I rigidly followed a crib sheet which told me what I should be looking for, and I forgot to look at the person’s attributes. I now know that if you have the right attributes, you will succeed. My team and I recruit people for their ‘heart and soul’ rather than their ‘brain and intellect’, which has proven to be hugely successful for our business.

“When I look back, the ones who have left are those that I felt might have shown negative aspects of their personality, but I ignored it.”

Leaving it up to science?

So, what about scrapping the crib sheets, attributes, gut feeling and experience and leaving it up to science? Two franchisors who are very much ‘pro’, long-term users of psychometric testing are Jane

James, founder of Little Voices and Suzanne Bell, head of franchise support at The Alternative Board.

Firefighters – life or death reactions Jane: “It was a decade ago when my husband, a specialist firefighter, told me that he and his colleagues were profiled to see how they will cope in life-or-death situations. I immediately saw a role for psychometric testing in my franchise business.

Team Academy – service provider Jane: “I work with Rachel Haslam from Team Academy, who recently ran the BFA’s ‘Leadership in Action’ event, for all our profiling needs and I find it invaluable. To begin, I profiled everyone in our head office team and then the network. Eventually, I built my own online profiling platform. I admit to finding it very useful in both personal and professional relationships and it has been extremely powerful since implementing it into the recruitment process four years ago.

Profiling – an essential tool Jane: “Profiling is now essential to our recruitment process. Firstly, it acts as an initial ‘hoop’ for the candidate to jump through. If they aren’t willing to fill in the questionnaire, that reveals a lot about them. Profiling enables us to see a person’s natural behavioural style, highlighting how they will show up as a franchisee. It filters people out quickly and avoids time wasting.”

‘I can predict how big their business will be’ Jane: “Even before we used psychometric testing, we used various tools to enable us to work out an individual’s team style and learning preferences, but the profiling we use now in our recruitment stages have been

“

We are hearing positive news from the franchise community regarding recruitment. There are still challenges, but it is comforting to see franchising thrives in even the most challenging of financial times.

14 Autumn, 2024 | www.franchiseworld.co.uk

game changing. From their results I can almost predict what size of business they will run, how they will behave under stress and what our relationship with them will look like long term, all of which has had a very positive effect on our business.”

DiSC assessments A DiSC is a personal assessment tool used to improve work productivity, teamwork, leadership, sales, and communication. DiSC stands for the four main styles as described earlier – dominance, influence, steadiness and conscientiousness – people with D styles tend to be fast-paced and place an emphasis on accomplishing bottom-line results, whereas an S style is likely to be more reflective.

Understanding a prospect’s motivation Suzanne: “We have been using DiSC for over 10 years. Not only do we use it in our franchise recruitment process, but also for our own internal recruitment and with the business owner clients that our franchisees work with.

Understanding how a franchise prospect makes decisions and what motivates them for example, means we can deliver information in a way and format that will resonate with them. Equally important is that some individuals/profiles may be less interested in the detail and might not ask key questions influencing their decision to buy – we can make sure we fill in these gaps.”

Interpreting results What tips does Suzanne have for the interpretation of the DiSC results?

“We absolutely don’t use the results as a reason to exclude franchise prospects.

We have franchisees in all the quadrants of DiSC who are incredibly successful; the only difference is how they run their franchise.

“It’s useful to remember that DiSC identifies someone’s behavioural style and how they might respond in situations but doesn’t predict their success. It’s also common that two people could have the

NEWS same DiSC profile but be very different in other ways. DiSC is more about how an individual makes decisions and completes tasks.”

AI in recruitment – the next step?

So, will more franchisors now turn to psychometric testing in their franchise recruitment strategy, or skip straight to the new AI tools being used to screen candidates, automate interviews and answer questions 24/7? Watch this space.

BFA Prospect Franchisee Certificate I would like to thank Ben, Ryan, Jane and Suzanne for sharing their stories. It is always interesting to hear about the wide range of methods used to recruit new franchisees and their openness and honesty will help many smaller franchisors to learn from their advice and indeed their mistakes.

Alongside our annual seminar on recruitment and retention, we also run the Prospect Franchisee Certificate course, that many franchisors use as step one of their conversations with a prospective candidate.

The course, which was launched in 2016 and has so far been completed by nearly 1,500 people, is available free of charge on our website. It aims to educate a prospective franchisee on a range of subjects from how to find the right franchise and research it properly, to identifying their own personality and skill set, through to legal and financial considerations.

Candidates will also hear from franchisors on what they are looking for in a great franchisee and information on the financial and funding aspects of starting and growing their own business.

We wholeheartedly recommend franchisors investigate the course, www.franchisee.training.thebfa.org, and if appropriate, recommend it to prospective franchisees going forwards.

In conclusion, we at the BFA are hearing positive news from many sectors of the franchise community regarding recruitment, obviously there are still challenges but it is comforting to see that as ever, franchising thrives in even the most challenging of financial times. n

Decade of success since franchisee-assisted MBO T

he TaxAssist Group is celebrating 10 years since the company was bought from its founder John Westgarth through a franchisee-assisted management buyout (FaMBO) in 2014.

TaxAssist Group directors along with franchisees in the UK and Ireland, the senior management team, staff within the franchisee network, and longstanding external business partners were all involved in the FaMBO. The company says that while franchise operations have been bought by their management teams before, they believe that this was the first time a management buyout had occurred in partnership with franchisees.

Daren Moore (left) FCCA, chief executive of TaxAssist Group, said: “Our current group shareholding structure, with more than 50 per cent of shares held by franchisees, is a positive legacy of this transaction. The spirit of FaMBO lives on.

clients. In recent years we have launched several TaxAssist-branded complementary services, including payroll, tax consulting and financial planning. This has changed how we can help and support TaxAssist clients, as well as providing additional income streams to our network of accountants.

“Our success is not just UK based.

Our Irish network continues to record superb sales figures, with growth trends remaining stable and very strong.

Currently their fee bank stands at €7.77m, with over 7,000 clients. The TaxAssist Group also maintains an international presence in Australia, the U.S. and Canada.”

“We’re really proud of all that has been achieved by the network and the innovations we’ve launched over the last decade, with much to look back on and celebrate.

“We have seen significant growth over the last 10 years and currently have more than 270 franchise territories operating across the UK and Ireland, serving over 100,000 clients at more than 400 locations.

“Our UK network fee income has more than doubled to £61m and we are now a far larger and robust business, with a dominant position in our core markets.

“We have also been working on expanding the range of TaxAssist services our franchisees can offer to their

Company-owned and acquisition practices Moore continues: “We have also started to build our own accounting practices.

Since 2019, The TaxAssist Group, has been successfully operating a companyowned practice in central London. This experience gave us the confidence to complete a significant acquisition in 2024, taking a majority stake in the largest TaxAssist Accountants franchised practice in our network.

“This is a further example of what we believe franchising is really about – it’s a partnership, where we work together to drive growth and profitability. We will always stay true to these principles,” concludes Moore. n

www.taxassistfranchise.co.uk

www.franchiseworld.co.uk | Autumn, 2024 15

FRANCHISE EXHIBITION

Discover franchising – visit the UK’s flagship exhibition W

ith one in two ‘Brits’ harbouring an ambition to be their own boss, we are truly a nation of entrepreneurs!

The National Franchise Exhibition is the perfect place for a prospective franchisee to kick-start their journey to business ownership and unlock the potential of franchising – an established and lucrative business model.

The event will showcase a diverse range of business opportunities, including management franchises, hands-on operations, premises-based businesses, and home-based ventures. There’s a brand to fit any budget, interest, or ambition.

At the event, you can explore the world of franchising, connect with leading franchisors, receive free personalised advice from top industry experts, and attend a full schedule of free talks – all under one roof. This event caters to all

“

future franchisees regardless of age or the stage they’re at on their franchise journey.

Research by BusinessesForSale and The Franchise Exhibitions reveals that the proportion of younger franchisees is increasing year on year. The majority of visitors surveyed at the franchise exhibitions are now aged between 25 and 44, demonstrating that a younger demographic is in search of sustainable ways to control their future and improve their quality of life. Franchising offers a credible roadmap towards this goal.

The two-day exhibition will showcase a variety of franchise opportunities with investment levels starting from less than £10,000 in the Low-Cost Franchise Showcase. This section highlights brands with lower investment requirements, making it the perfect starting point for aspiring entrepreneurs who want to be their own boss but have limited upfront capital.

The exhibition will house everything a prospective business owner needs to kick-start their entrepreneurial journey – an inspiring line-up of franchise brands and insights from industry thought-leaders and a wealth of expert advice, all under one roof.

16 Autumn, 2024 | www.franchiseworld.co.uk

A popular feature of the exhibition is the International Franchise Pavilion, showcasing overseas brands aiming to expand into the UK market. This has the attractive benefit of offering investors a golden opportunity to become an early adopter of a brand, giving them a competitive edge and a chance to make their mark in a new business venture.

This year features the Taiwan Pavilion, showcasing brands ready to launch in the UK with everything from bubble tea to cutting-edge hair and beauty products.

Researching the franchise industry can feel daunting and challenging, especially when you’re unsure where to begin. The National Franchise Exhibition stands out as an invaluable resource for learning about franchise opportunities. This unique event offers much more than just information – it provides free advice and guidance through a comprehensive seminar programme.

Whether you’re just starting to understand how the franchise model works or are actively exploring investment options, the event’s schedule of over 50 free talks has something for everyone. Visitors will gain an in-depth

Advertorial

Franchising offers an exceptional opportunity to run your own business while benefitting from the ongoing training and support of a proven brand.

Taking place at the NEC, Birmingham, on 4th and 5th October 2024, the UK’s flagship franchise exhibition provides a unique chance to meet the teams behind leading franchise brands from across a vast range of industries and sectors.

These include Anytime Fitness, Ben & Jerry’s, Home Instead, McDonald’s, T4 Bubble Tea, Vodafone Business IT Hubs, plus many more!

understanding of the business model, learn more about the latest industry trends and get practical tips on everything it takes to become a franchise owner.

The unparalleled line-up at the exhibition includes representatives from many established brands, franchise experts and successful franchisees, alongside a series of educational seminars from the British Franchise Association (BFA) who exclusively support the event. Seminar titles include ‘How to Franchise Your Business’ and ‘An Introduction to Franchising’ – perfect introductions for both potential franchisees and franchisors.

Longstanding partner, the BFA will also be hosting the new Lifestyle Zone. This area will showcase BFA member brands with an investment level of £12,000 or less from diverse sectors including pet services, children’s activities, and personal services. Throughout the day, educational sessions and panel discussions will be held, offering insights into each business and the franchise industry.

Panel sessions such as the ‘Real Franchise Stories’ return where visitors can benefit from first-hand accounts from successful franchisees who have experienced it all. Franchisees from multiple successful brands will share the secrets of their success in these Q&A sessions, such as why they chose to invest, what they have learnt along the way and what they might do differently next time.

Attendees can also gain valuable guidance from industry-leading experts in the ‘Franchise Insights Panel Sessions’ exclusively for exhibiting franchise brands.

One of the exhibition’s most popular features is the free, one-on-one advice offered by a diverse range of industry experts. These sessions help aspiring franchisees take the next steps on their franchise journey. Specialists from the BFA, finance providers, expert lawyers, and consultants will be available throughout the event to provide complimentary, face-to-face guidance.

franchise industry and understand just what it takes to build an empire.

Keynote speaker The Franchise Exhibitions have historically attracted some big-name keynote speakers and this year is no different. Speaking on Friday 4th October will be award-winning journalist, broadcaster and now franchisor – Steph McGovern. A familiar face on TV, she has appeared on numerous panel shows and presented Channel 4’s Steph’s Packed Lunch for over three years.

Learn about funding options from specialist lenders, receive crucial legal advice, and gain impartial insights from BFA representatives to help you make informed decisions about your future in franchising.

This event attracts a range of visitors including those who are looking to grow their current business, some with a view to becoming franchisors themselves. The event’s Grow Your Own Business area is the perfect place to obtain insights and knowledge about whether your business might be at the right stage to franchise.

Enjoy a free appointment with a franchise consultant, attend free seminars and speak directly to the BFA to kick-start your franchise journey.

One exclusive area, running parallel to the exhibition, for existing franchisees with ambitions to expand their portfolio, is the Multi-Unit Franchise Conference and networking drinks event. This is an incredible opportunity to hear from established franchisees and representatives from leading brands as they discuss the dos and don’ts of creating a multi-unit portfolio. Network with those right at the forefront of the

McGovern has been at the forefront of financial and business journalism making her well-placed to comment on the current economic landscape and the potential benefits of investing in a franchise today. Don’t miss her keynote talk ‘A new era – the power of franchising in today’s economy’ where she will provide valuable insights and inspire entrepreneurs to create wealth through franchising.

Tracy Shah, managing director of Venture Marketing Group, comments: “The exhibition will house everything a prospective business owner needs to kick-start their entrepreneurial journey – an inspiring line-up of franchise brands and insights from industry thoughtleaders and a wealth of expert advice, all under one roof.”

For more information and to book your free ticket to The National Franchise Exhibition at the NEC, Birmingham, visit www.franchiseinfo.co.uk. n

www.franchiseworld.co.uk | Autumn, 2024 17

TheNational FranchiseExhibition

BOOK FREE TICKETS!

4 & 5 October 2024 | NEC, Birmingham

It’s time to be your own boss Leading franchise brands | 50+ free talks | One-to-one expert advice Exhibitors include*: Exclusively supported by:

R

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

ADVICE FOR FRANCHISEES

The importance of providing exceptional customer service in franchising

By Kevin Thackrah, Director, Petpals

C

ustomer service stands as the cornerstone of success in the franchising sector. Whether you are a part of a fast-food chain, a retail outlet or a service-based business, the way your customers are treated directly impacts your brand’s reputation, customer loyalty and, ultimately, your bottom line.

In this article, I will discuss the crucial role of exceptional customer service and share tips from franchisees Matt and Louise Wilder of Petpals Romsey, who have built a successful business by prioritising their customers.

Know your brand’s standards Each franchise operates under a unique brand identity and set of core values.

By knowing and adhering to these standards, you ensure that every customer interaction embodies the brand’s mission, vision and quality expectations. This consistency in service delivery upholds the brand’s integrity but also strengthens its reputation, making your franchise a trusted name in the industry and the area you operate in.

Matt and Louise’s top tip: “Familiarise yourself with the customer service standards set by the franchise and understand the brand’s values and expectations regarding customer interactions. Our core values are reliability and trustworthiness, so when looking for franchises that matched our ethos, Petpals stood out. It’s important to align yourself with a brand that shares

“

your values to ensure you’re on the same page, guaranteeing that customers – and in our case, pets! – are always well cared for.”

customer preferences, names and past interactions, it shows that they value their customers as individuals rather than just transactions.

Matt and Louise’s top tip:

Customers develop expectations based on their experiences with the brand. By knowing and following brand standards, you can consistently meet these expectations, ensuring that customers receive the level of service and product quality they associate with it.

“Strive to create personalised experiences for customers whenever possible. Remembering regular customers’ preferences or greeting them by name can go a long way in building rapport and loyalty. For example, we recently began offering an extra lunchtime walk for a client whose dog doesn’t fit well in group walks. Whether we’re overcoming obstacles like illness, a vehicle breakdown or extreme weather, we always find a way to ensure no client or animal is let down.”

Personalise the customer experience Personalisation helps build deeper connections with customers. When businesses remember and acknowledge

Customers develop expectations based on their experiences with the brand. By knowing and following brand standards, you can consistently meet these expectations, ensuring that customers receive the level of service and product quality they associate with it.

Happy customers = happy business With so many franchises offering similar products or services, outstanding customer service becomes a key differentiator. In a competitive market,

www.franchiseworld.co.uk | Autumn, 2024 19

Reach your goals.

Find out how HSBC can help bring your franchise vision to life.

Visit business.hsbc.uk/hsbc-franchising or contact our Franchise team on 0121 455 3438* email franchiseunit@hsbc.com *Phone line is open 09:00 to 17:00, Mon to Fri (excl. Bank Holidays)

HSBC UK Bank plc. Registered in England and Wales with number 09928412. Registered Office: 1 Centenary Square, Birmingham B1 1HQ, United Kingdom.

Authorised by the Prudential Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority. Our Financial Services Register number is 765112.

AC59112 ©HSBC Group 2022. All Rights Reserved.

ADVICE FOR FRANCHISEES customers often have multiple options.

Exceptional customer service sets a franchise apart by building a positive reputation and fostering trust among consumers. It allows a franchise to stand out from competitors and attract customers who prioritise quality service alongside quality products.

Matt and Louise’s top tip: “Your customers are the heartbeat of your business, so make sure to listen to their feedback. Actively seek their input and take their suggestions seriously. This valuable information can help enhance your service delivery and quickly address any concerns that arise. Also, encouraging customers to leave reviews demonstrates to potential new customers just how dedicated you are to providing exceptional service.”

Like any business, franchises thrive on repeat business. Happy customers who feel valued are more likely to return. By delivering exceptional service consistently, franchises can increase customer retention rates and build a loyal customer base that supports longterm success.

Follow through on promises By fulfilling your promises, you demonstrate your commitment to customer satisfaction, exceeding expectations and reinforcing trust. This dedication to delivering on commitments leaves a lasting positive impression, fostering strong customer loyalty.

Matt and Louise’s top tip: “Honesty is key. If we commit to something, count on us to follow through. We believe in doing right by our customers and going that extra mile.

Of course, we don’t promise the world.

If something’s not doable, honesty is always our policy. When you hide things, only to have them revealed down the

“

Franchisors bring a wealth of experience and know-how in customer service strategies that have proven successful within their brand.

The training and support offered provide franchisees with access to these best practices, enabling you to implement effective techniques that have been tested and refined.

BFA HSBC UK British Franchise Awards finalists

line, your business quickly begins to look untrustworthy.

“Setting clear expectations is key, but surprising our customers with a little extra now and then? That’s what keeps tails wagging and customers smiling.”

Utilise the support on hand Franchisors have developed standardised procedures and protocols that define the customer experience across all franchise locations. By utilising the training provided, franchisees ensure consistency in delivering the brand experience, which is crucial for maintaining customer expectations and trust.

Matt and Louise’s top tip: “Before launching our own business, especially for Matt, we weren’t exactly seasoned in customer-facing roles.

Shifting to a role where we are assessing clients, chatting directly with them and handling those responsibilities was a big learning curve for us.

“Running a business means wearing many hats – everything from crunching numbers and taking care of customers to spreading the word through marketing and more. Luckily, a head office team is always there with solid support to help navigate these waters. When you lean into that support, regardless of your background, you’re ensuring top-notch service for your customers.

“Remember, you are all part of the same brand family, so delivering stellar service at your location boosts the reputation of the entire network.”

Franchisors bring a wealth of experience and know-how in customer service strategies that have proven successful within their brand. The training and support offered provide franchisees with access to these best practices, enabling you to implement effective techniques that have been tested and refined.

Without loyal customers, there is no business to talk about! As the most important stakeholders in your business, it is imperative to ensure they receive top-notch service that will make them keep coming back. n

www.petpals.com

NEWS

THE BFA has announced the finalists in the BFA HSBC UK British Franchise Awards 2024, which celebrate their 35th anniversary this year.

The awards, sponsored by HSBC UK, celebrate the achievements of BFA member franchisors and franchisees.

The winners will be revealed on 7th November 2024 at Telford International Centre, Shropshire, following the BFA’s annual conference.

Gillian Morris (left), UK head of franchise, commercial banking at HSBC UK said: “Franchising makes a major contribution to the UK economy and it’s only right that we recognise the hard work, commitment and drive of the people making their mark throughout the franchise sector.”

Highlights of the award categories ● Franchisor of the Year – Established

Dyno-Rod, McDonald’s Restaurants, Premier Education, Right at Home, Snap-on Tools, We Love Pets. ● Franchisor of the Year – Expanding

Football Fun Factory, GoodOaks Homecare, Mathnasium, Visiting Angels. ● HSBC UK Best in Class Multi-unit

franchisee – Single-brand Dyno-Rod (Richard and Dan Bowyer), Monkey Puzzle Day Nurseries (Anthony Kent), ServiceMaster Clean (CJ Micallef). ● HSBC UK Best in Class Multi-unit

franchisee – Multi-brand Gastronomy Food (Acky Khan), Joup Group (Henry Dawes), ServiceMaster (Jane Paisley and Andre Gottemaker), Symbro Group (Harvey Brown and Matthew Symons).

Click here to view all the 2024 award categories and finalists. n

www.franchiseworld.co.uk | Autumn, 2024 21

SMART VEHICLE REPAIR FRANCHISE

Revive! franchisee’s journey to a successful business ● Tom Giles (left) with his team of technicians.

J

ust three years after launching Revive! Aberdeen, Tom Giles the franchisee is on course to generate close to half a million pounds in revenue this year. Despite its success, the journey has been challenging. Here Giles, a native Canadian and Dean Paterson, one of his technicians, share their insights into the triumphs and trials of working in the SMART vehicle repair sector.

Drilling into a new career Before launching his franchise, Giles had a successful 25-year career in the oil and gas sector. However, in April 2020, amid the Covid-19 pandemic, he faced the difficult task of making half of his team of 57 redundant.

Reflecting on this period, Giles says he was working long hours with a poor work-life balance, and he wasn’t enjoying it – especially after having to let go of so many people during such a challenging time.

When the opportunity for voluntary redundancies arose in the summer of 2020, he seized it and set his sights on a

“

● Paintwork repair in the Aberdeen Rapid Repair Centre.

career change that offered autonomy and a chance to positively impact his community.

Drawn to the idea of a mobile repair business with Revive! Giles was attracted to its flexibility and the growing demand for convenience he had observed in England. He believed he could successfully bring this model north of the border. By March 2021 his vision of becoming a franchisee had become a reality.

This venture has been incredibly rewarding, both professionally and personally. We have achieved so much in just three years, and excited to see what the next three years and beyond hold.

22 Autumn, 2024 | www.franchiseworld.co.uk

The three Cs Revive! Aberdeen’s approach is built on three core principles that Giles champions: Convenience, cost, and customer service.

1. Convenience In today’s fast-paced world, customers appreciate the ease of having their vehicles repaired at their own location.

This service eliminates the need for time off work and arranging alternative transportation. The rise in remote work has also made this repair model more viable for Aberdonians.

2. Cost Economic pressures in the city have heightened customers’ price sensitivity.

The mobile business avoids the high

overhead costs of traditional bodyshops, enabling him to offer prices up to 40 per cent lower and often below the cost of an insurance excess.

● Revive! – a mobile SMART (small to medium area repair technology) vehicle repair provider.

3. Customer service The motor trade industry can sometimes suffer from a poor service reputation.

Giles says his business stands out by prioritising punctuality and communication – technicians are trained to call ahead, set clear arrival expectations, and leave their workspace tidy – this dedication to service excellence has earned the business 442, 5-star reviews on Trustpilot.

Battling the elements One of the biggest challenges technicians face is the unpredictable weather in northern Scotland. Despite these conditions, Paterson’s advanced Institute of The Motor Industry training, skill, and adaptability allows him to deliver bodyshop-quality results on a mobile basis.

Paterson says whether it’s rain, wind, or cold, I am consistently adapting to the elements, often working under temporary shelters or using ‘tarps’ to protect myself and the vehicle.

Due to the increasing demands to tackle larger more complex jobs Giles invested in a Rapid Repair Centre (RRC) in Hillside, just a short drive from the city centre. While primarily remaining a mobile repair business, this strategic move made Revive! Aberdeen the fastest franchise in the network to open its own brick-and-mortar location, enabling the business to replicate its summer work during cold winter months.

Technician shortages

retail market, Revive! Aberdeen maintains strong relationships and contracts with trade accounts.

Finding skilled technicians is a significant challenge for the business.

Many in the industry, understandably, prefer the warmth of a bodyshop, over working in the field visiting customers.

The pair said this challenge is exacerbated by a wider industry shortage, with one-third of bodyshop managers and owners fearing a skills crisis.

Local dealerships make up 44 per cent of its customer base with fleets and rental accounts being 20 per cent and the final 36 per cent made up of retail customers.

These partnerships have been crucial to the success of the business, providing a valuable source of repeat business alongside the retail work.

Giles noted an ageing technician workforce, and insufficient investment in training and apprenticeships leading to a shortage of skilled staff. That’s why he is so pleased to have Paterson and three other technicians, who he said are not only exceptional painters but have outstanding customer service skills.

Indeed, Paterson is Revive!’s top technician across the entire UK, generating tens of thousands in business in a single month, adds Giles.

The future... growth and success

Paterson explained that mechanics have advanced diagnostic tools to identify and fix problems, but bodywork repairs demand a high level of practical skill and attention to detail. Customers can underestimate the complexity of the work, and there’s no room for error when it comes to restoring a car’s finish.

Trade and retail accounts In addition to serving the public and

Giles comments that car bodywork repairs aren’t something customers need frequently, so we usually see retail clients only once. That’s why building strong relationships with local businesses has been so crucial. Our RRC has also played a key role in expanding this market, enabling us to take on larger jobs for bigger vehicles.

Reflecting on the journey, they are optimistic about the future. Giles concludes the venture has been incredibly rewarding, both professionally and personally. We have achieved so much in just three years, and excited to see what the next three years and beyond hold. With a robust business model and a commitment to excellence, Revive!

Aberdeen is well positioned for continued growth and success. n

www.revivefranchise.com

www.franchiseworld.co.uk | Autumn, 2024 23

FOOD FRANCHISE

Chicken Cottage unveils plans to reach 100 outlets C

hicken Cottage, the UK-based quick service restaurant (QSR) that celebrates its 30th anniversary this year, has revealed plans to reach 100 stores worldwide by 2027.

added Carnoustie in Scotland and Hemel Hempstead in Hertfordshire to its portfolio of locations.

The company currently has more than 60 outlets across the UK and a foothold in Kenya, both of which are prime markets for additional stores in addition to new markets in Europe.

Chicken Cottage says the company has undergone significant changes over the past two years under its chief executive Greg Milne to enhance the customer experience. A fresh in-store design is currently being rolled out across UK outlets, in-store digital kiosks have been

introduced and a consumer-focused mobile app has been created.

The company adds that these improvements, combined with changes across the management team, have put it in a strong position to commence its expansion programme which recently

“

Our growth for the next three years is set at reaching 100 stores by 2027. It’s quite an aggressive transition from where we were two years ago to where we’ll be in three years.

Milne said: “In the UK alone we’re looking at growing to at least 66 stores this year. Our growth for the next three years is set at reaching 100 stores by 2027. It’s quite an aggressive transition from where we were two years ago to where we’ll be in three years. Our target area for growth in Europe is France, Germany and Ireland. We are also looking at Africa, because we’ve got a base there already.”

Chicken Cottage anticipates existing franchisees will expand their businesses with additional outlets in the UK. However, as part of its growth programme, it is looking to bring in new franchisees to its network.

‘Our focus is on sustainable growth and delivering an exceptional customer experience’ The company sees Kenya as a key location for the business, where Express Kitchen, a subsidiary of Hass Petroleum operates the franchise. It opened the first store in 2022 and currently has three sites in the country. Chicken Cottage said the business aims to reach 50 stores in the next 10 years.

Sadaf Kazi, franchise development partner at Chicken Cottage, emphasised the strategic importance of these expansions: “Our focus is on sustainable growth and delivering an exceptional experience for our customers. The confidence our franchisees have in our brand is increasing, and we are dedicated to supporting them as we continue to expand our global presence.”

Chicken Cottage adds that it was the first UK QSR to introduce halal chicken in grilled and fried varieties at its Wembley branch in North West London. n

www.chickencottage.com/franchise

24 Autumn, 2024 | www.franchiseworld.co.uk

ONLINE FOOD ORDERING FRANCHISE

Order Tiger’s digital model to create your presence in local online food ordering

stablish a unique Just Eat-style platform that caters specifically to your area. Our innovative digital franchise model, advanced technology, and unmatched support will help you create your presence in the lucrative online food ordering industry.

What is included in our franchise package We provide everything you need to start and run your marketplace within three weeks: ● Your custom-branded ordering apps. ● Your custom-designed ordering

With a minimal investment, you have the potential to earn over £80,000 in ordercommissions during your first year.

Order Tiger – a proven, profitable digital franchise model Embarking on an online food ordering franchise with a well-established history of achievement – the undeniable potential for substantial profit is evident.

Our franchise locations have consistently generated an average monthly profit of £7,432*, showcasing the lucrative nature of this business opportunity.

website. ● Your own support team. ● Your own marketing team and collateral. ● One-to-one training.

The support With us taking care of the details you can stay laser-focused on expanding your business: ● High-level support services tailored

to handle all aspects of your business operations. ● 24/7 customer support team based in the UK. ● Dedicated assistance for you, your

The earning potential is truly boundless, with our top franchisees earning up to £250,000 per year.

26 Autumn, 2024 | www.franchiseworld.co.uk

customers, and your restaurant partners. ● Support from administrative, legal, menu management, order monitoring, and technology teams. ● Eliminates the need to hire additional staff.

The marketing Our goals are aligned with yours; the more orders we help you generate, the more we all thrive: ● Industry-leading marketing support

with diverse range of online, social, physical, and print materials. ● Experienced in-house marketing team handling paid social media and Google advertising campaigns. ● Top-notch print marketing collateral and tools provided. ● Dedicated client success manager with comprehensive training.

The technology Order Tiger provides a unique advantage with our robust and versatile online

Advertorial

E

NEWS

“

Order Tiger provides a unique advantage with our robust and versatile online ordering systems. With years of experience in development and refinement, our systems ensure unparalleled reliability, empowering you to compete on equal ground with the established players.

Kaspa’s Desserts debuts in Central London

ordering systems. With years of experience in development and refinement, our systems ensure unparalleled reliability, empowering you to compete on equal ground with established players.

KASPA’S DESSERTS, the popular dessert house chain, has opened a flagship store in Soho, its first foray into Central London and its 109th store in the UK.

A solid foundation We have gained practical experience and a deep understanding of the effectiveness of this business model through extensive collaboration with over 210 marketplaces and a network of more than 4,700 restaurants. These partnerships have given us invaluable insights, covering technological, software, and business aspects.

The new location is expected to create 10 jobs in the local area, further contributing to the vibrant Soho community.

The grand launch for the flagship Dean Street store offered customers 50 per cent off signature desserts on the day, and discounts on drinks for the following two days.

During our early stages, we tried various strategies – some successful, others not as much. Drawing on this wealth of experience, we now offer a ready-to-use digital business franchise model, incorporating best practices tailored to your local area.

Benefits of our digital franchise model include: ● Low-cost investment, high earning

potential. ● Low overheads, high profits. ● Superior technology developed over eight plus years. ● Full support and training provided. ● No need to hire staff. ● No need to rent office space. * Individual results may vary significantly, and it is important to consider this while evaluating overall performance.

Kaspa’s Desserts says it is known for offering a variety of the world’s favourite hot and cold desserts, all under one roof, with a menu featuring a delectable range of Italian gelatos, waffles, crepes, shakes, smoothies and sundaes. ● Be your own boss. ● Fully flexible working schedule. ● Eventually work from anywhere. ● Exclusive territorial rights. ● Less risky than opening a physical

location. ● Less stressful than running a physical location. ● Tried, ‘tested’ and proven business model. ● Trusted by 220 marketplaces and 4,700 plus restaurants. n

franchise@ordertiger.com www.ordertiger.com

Francesco Arcadio, global franchise director at Kaspa’s, expressing his excitement about the new store, said: “We’re thrilled to launch our flagship store in such a trendy and dynamic area as Soho, known for its incredible nightlife.

“At Kaspa’s Desserts, our mission is to create an unforgettable experience where friends and family can enjoy authentic desserts together, and we look forward to bringing this to the people of Soho.” n

www.kaspas.co.uk/franchise

www.franchiseworld.co.uk | Autumn, 2024 27

CONVENIENCE STORE FRANCHISE

Co-op agreement with EG On The Move ‘fuels’ growth on petrol forecourt sites C

o-op reports it has signed a new franchise agreement with EG On The Move, the petrol forecourt retailer, to trial seven convenience stores across its UK sites. The first store to launch is at Doncaster, South Yorkshire.

The Co-op sees the agreement aligning with its ambition to scale its franchise business to reach over 500 outlets by 2030, and grow to eight million memberowners.

ambitious and exciting plans to significantly increase our franchise footprint and become the partner of choice across a range of sectors.

“We’ve got an excellent market proposition. And whilst it’s highly competitive, we believe there’s huge potential to unlock growth with our

trusted brand, and unique offer and expertise.”

Zuber Issa, chief executive of EG On The Move, commented: “EG On The Move is an acknowledged petrol forecourt and convenience retail destination operator, and we are delighted to have the opportunity to

Core areas of growth are focussed on where it can best utilise its convenience expertise with quality franchise partners, such as petrol forecourts, universities and independent convenience retailers.

Jerome Saint-Marc, managing director business-to-business and growth of Co-op, said: “We are hugely excited to be working with EG On The Move on these new franchise sites and to be able to bring our Co-op franchise offer to more locations.

“This is part of our broader expansion in the petrol forecourt market. It follows our strategy to pivot our growth in this market through franchise, growing our presence and enabling us to best utilise our expertise and offer in convenience.

“As part of the Co-op’s overall growth plans, growing our franchise stores is a key priority for us and we have

28 Autumn, 2024 | www.franchiseworld.co.uk

“

As part of the Co-op’s overall growth plans, growing our franchise stores is a key priority for us and we have ambitious and exciting plans to significantly increase our franchise footprint.

TUITION FRANCHISE

Tutor Doctor’s Schools Delivery programme

collaborate with Co-op to roll out their new convenience store formats.

“Following on from this seven store trial, we look forward to working with Co-op to consider other locations across the network.

“Co-op is a well-established convenience operator, respected in the market and a recognised consumer brand, and this partnership not only promises to enhance our convenience store offer but it will also ensure our customers have access to exceptional fuel retail services including EV charging, a wide choice of essential and premium grocery and merchandise along with an enjoyable foodservice experience.”

‘Partners of pedigree’ Martin Rogers, director of partnership development of Co-op, said: “We are delighted to be working with EG On The Move, our second forecourt partner, helping us achieve our ambitious plans in this exciting sector.

“We look forward to further growing our franchise business, working with partners of pedigree to bring Co-op products and membership to more communities, creating more value for our member-owners.”

Co-op currently operates almost 2,400 food stores and provides products to over 6,000 other stores including those run by independent co-operative societies and through its wholesale business, Nisa Retail Limited. n

www.coop.co.uk/franchise

M

ark Szpak (below), Vice President of Field Operations at Tutor Doctor, introduces its Schools Delivery programme that allows franchisees to partner with schools to provide tailored one-to-one or small group tuition, which is receiving acclaim in both the education and franchise sectors.

The drivers for the Schools Delivery programme were three-fold. Firstly, we wanted to reach a higher number of children, many of whom have no other way to access our services. Secondly, to support schools and local authorities, alleviating some of the ever-increasing burden they face.

And thirdly, as an additional revenue stream for our franchisees.

franchisees, who can capitalise on this new revenue stream. The three pilot franchisees who were chosen when we were developing the programme have all exceeded £1m turnover.

The Schools Delivery programme has become the number-one way that our franchisees do business – accounting for more than half of all work – 66% of all work is now through schools and local authorities. This standout figure illustrates the effect the programme has had on turnover for our network.

Headline results for the network Just over a year since launching our groundbreaking programme to franchisees, Tutor Doctor is now reaping the rewards from investing in the innovative scheme that has delivered some headline results for the franchise network.

The results include – 570+ school partners, 5,900+ students reached through schools, 65,145 tuition hours delivered for schools this academic year, 87% growth in the scheme in 2023 and an additional 83% growth in 2024, resulting in network turnover up 114%.

These results have predictably produced massive positives for Tutor Doctor

“

The drivers – we wanted to reach a higher number of children, support schools and local authorities, and add an additional revenue stream for our franchisees.

Recently, Tutor Doctor has been announced as a finalist of the franchisor trailblazer category in this year’s BFA HSBC British Franchise Awards and has been shortlisted for the National Tutoring Awards – both nominations no doubt influenced by the creation of our pioneering Schools Delivery programme.

We are delighted to be in the running for these awards and so proud to be recognised for our work in schools, which is the result of two years hard work and over £150,000 of investment.

The students we’re able to reach through our new pathway would likely fall through the cracks in the education system if not for our Tutor Doctor franchisees. n

www.tutordoctorfranchise.com

www.franchiseworld.co.uk | Autumn, 2024 29

ADVISORY ARTICLE

“

A children’s franchise creates vibrant environments where young minds thrive. Beyond teaching, they are nurturing hubs for self-esteem, creativity and the life skills essential for any career.

Children’s franchises may see their students become future franchisees

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

O

ne of the most fulfilling aspects of owning a business in the children’s sector is having a front-row seat to the incredible transformation of the children you support as they grow into independent and confident young adults.

operating for over 35 years, it is no surprise that many former students, assistants and teachers have become franchisees like Laura Grannell and Sasha Cairns, two students who became franchisees of Stagecoach.

In children’s franchises, this journey often comes full circle. Inspired by their formative experiences, many students return to follow similar paths – becoming the next generation of teachers and franchisees.

A children’s franchise creates vibrant environments where young minds thrive.

Beyond teaching singing, dancing or acting, these programmes are nurturing hubs for self-esteem, creativity and essential life skills. Children gain more than stage presence – they cultivate the confidence and skills essential for any career.

Here, I share my insights into how children’s franchises nurture young people’s talents and confidence while inspiring and cultivating the next generation of business owners.

With Stagecoach Performing Arts

These transformative experiences pave the way for boundless opportunities – something franchisee Laura knows all about first-hand.

30 Autumn, 2024 | www.franchiseworld.co.uk

Her journey with Stagecoach has been a lifelong thread. It began when she joined as a student at age 11, later performing with the Foreword Theatre Company during her teenage years. After training in the U.S., Laura earned a degree in drama and dance and completed her teacher training.

She shared her passion by teaching drama and dance at secondary schools across the Northwest, alongside her role at Stagecoach. In 2022, seeking a fresh challenge, Laura invested in Stagecoach Nantwich, where she now channels her lifelong passion into a fulfilling new venture – echoing the experiences that first inspired her as a child.

“I spent five years at Stagecoach when I was younger, sticking around until I

was 17. My drama teacher at Stagecoach played an integral role in my life, helping me with auditions and everything in between.

“Even now, I stay in touch with her and truly admire her. Being part of Stagecoach and helping students like my own teacher did for me when I was younger inspired me the most to invest in Stagecoach,” said Laura.

‘A legacy of achievement and empowerment’ As a franchisee in the children’s sector, much like any teacher, caregiver or parent, you inspire children by providing an environment in which to flourish.

The skills and confidence cultivated in these settings not only prepare students for performing but also for leadership positions and entrepreneurial ventures, leaving behind a legacy of achievement and empowerment.

Laura wholeheartedly recommends investing in a business that provides financial rewards and positively influences the many students that come through the door: “Recently a friend who’s been teaching for two decades wanted a change and since she’s been in the performing arts scene for a while, I suggested Stagecoach.

“I explained the perks and the potential earnings. But, above all, it’s the students that make this investment most worthwhile. You see new students who start off incredibly shy, wouldn’t say a word, and by the end of the term, they’re thriving on stage. That’s what makes it so special. Being the person kids look up to, just like I did with my first drama teacher at Stagecoach, is so rewarding.”

Franchisee Sasha was no stranger to the franchise as she attended Stagecoach Colchester before studying at drama school and becoming a trained performer. However, pursuing her career in the arts became a tough act to follow: “It wasn’t the most profitable career. I was regularly missing out on a day’s work to interview for other roles and vice versa.”

invested in Stagecoach Brentwood – aged just 26. Fast-forward to today, Sasha’s school now has over 200 students. Her journey as a franchisee has been ‘incredibly rewarding and transformative’ and Stagecoach ticked all the boxes for what she wanted, ‘something creative that would earn money’.

The most important thing for Sasha, however, is: “Never forget why you’re doing it! For me, it’s all about my passion to give our kids the platform for them to perform. In doing so, it has been such a rewarding experience – seeing the impact we’ve had on so many kids – you can’t beat it!”

In need of a steady stream of income, Sasha landed a job as a PA in a strategic communications company but felt something was missing. “At first, I thought it was working in an office, but, with the benefit of hindsight, I think it was that the role lacked the creativity I craved. I was a PA for 18 months before deciding to travel around Australia and New Zealand,” said Sasha.

Amid her travels down under, Sasha began to think of what to do next – with all roads leading to Stagecoach. “I knew I wanted to be involved in the arts in some capacity, and having gone to a Stagecoach school when I was younger, along with teaching at Stagecoach Epsom, I was familiar with how the franchise operated,” added Sasha.

Stagecoach is not just a business for Laura and Sasha – it is a place that feels like home for them and their students alike. Who knows, many of these children may not fly too far from home, becoming assistants, teachers and maybe even Principals down the road.

As a franchisee in the children’s sector, particularly in performing arts, you can create a home where inspiration and the impact of the arts reach far beyond the stage. n

She returned from travelling and

www.stagecoachfranchise.com

www.franchiseworld.co.uk | Autumn, 2024 31

Ovenu - The UK's original oven valeting franchise.

No experience necessary in depth oven valeting and business operation training Recession proof business Enquiries from day one Exclusive territory Bespoke, unique cleaning products generating spectacular results Van based = low overheads Get involved from £7,400 + VAT Family run since 1994 Continuous specialist support

Benefit from 40,000+ client reviews & testimonials for our specialist service

Find out more 01189 743 911 or via ovenu.co.uk/franchise

ADVICE FOR FRANCHISORS

Understanding – an invaluable commodity to aid a franchise network

By Rik Hellewell, Founder and Managing Director, Ovenu

T

he franchise sector has been good for the Ovenu brand over the past 30 years but how much of that was down to luck or good judgement? I guess the generic answer would probably be a mix of both, but there are a couple of extra ingredients to add to that mix to produce a far more accurate appraisal.

The first, and this applies equally to those who are currently or considering to become involved in the franchise sector, is having an understanding that operating a business-format franchise is fundamentally not complicated. Please note the deliberate omission of the word ‘easy’ as running any business certainly isn’t!

I could qualify the ‘not complicated’ description into the basics of the franchise concept by adding that those joining a franchised business simply need to follow a tried and rigorously tested recipe to achieve an identical product or service being offered by the franchisor.

This then renders the franchise concept somewhat more ‘simple’ than ‘easy’. The process of running a local area business has been simplified with the subsequent emphasis being on the two operative words of duplication and replication.

The reasoning above, however, relies heavily on the franchisor having run very robust pilot schemes and for a couple of

“

The recent advent of AI now makes it easy to produce copious quantities of text, animation and guidance but, and it is a huge but, if the franchisees can’t comprehend what they are being presented with, it becomes pointless.

● Rik Hellewell at conference.

years, ideally across two or three locations before bringing the concept to market.

The Ovenu business model was five years in the making ahead of being fully franchised. There was then an extremely robust, solid and profitable foundation in place that franchisees could, and continue to, build on locally by copying the business format.

Understanding – for the sake of all What isn’t always apparent, however, is that franchisees typically come from many different walks of life and numerous working environments; some with rigid working practices in place, others with a more ‘flexible or fluid approach’. And it is these circumstances where franchisors need to understand and appreciate the difference between communication and comprehension for the sake of all.

Franchisees typically come from many different walks of life and numerous working environments; some with rigid working practices in place, others with a more ‘flexible or fluid approach’. And it is these circumstances where franchisors need to understand and appreciate the difference between communication and comprehension for the sake of all.

Franchisees need to understand each and every communication so that it is totally clear what, how and when they need to act in a specific way that fulfils the remit of duplication and replication to get the prescribed recipe spot-on. And that’s just one of the reasons why having pilot schemes running for more than a few months across a couple of locations is so important.

Additionally, having one of the two most important documents relating to the entire franchise – the Operation Manual – written and presented to franchisees in a way they all understand, irrespective of their incumbent employment roles, is critical.

Our Ovenu documents have always been clear, concise and comprehensible and we’ve achieved this by listening and learning from our franchisees to make sure they understand the guidance they are being presented with. The advent of digital media has helped a lot in this regard.

This isn’t an overnight event – it’s a process that takes time to get right and I’d recommend this approach across the board. As is having a franchise

www.franchiseworld.co.uk | Autumn, 2024 33

ADVICE FOR FRANCHISORS agreement and a side document that are equally clear.

Franchise agreements are generally written in a way that the legal profession understands but those from outside can rarely decipher. This may be done for good reason, but having documents that both parties to a franchise agreement can’t readily comprehend does seem illogical in many respects; not least as there is advice proffered to have franchise agreements checked through by a specialist franchise lawyer.

Understanding – in plain English On the face of it, this makes perfect sense but does this help the parties in their respective understanding and comprehension of what the words, terms and phrases actually mean or imply in plain English? Our Ovenu franchise agreement has always been prepared, updated and amended when appropriate by a franchise specific lawyer.

To help prospective franchisees unravel the ‘legalese’, we have always provided a side document that explains the main terms in plain English. This doesn’t negate our advice for franchisees to have the agreement checked by a legally qualified lawyer; it rather gives them a better understanding of what the parameters are when becoming a franchisee.

Having had the above in place for three decades, we very rarely need to refer franchisees to the franchise agreement if, or when, an issue might arise. They will have had all the documents explaining ‘what’s what’ and well ahead of signing.

Our experience has shown that there are limited effects to deal with if the possible causes are dealt with initially – making a franchise business model simple to replicate is key.

Ultimately, all of this planning is a process not an event. It takes significant time, effort, patience and a myriad of other adjectives to bring a tried, tested, trusted and ethical business model to the party.

My final thoughts touch upon the franchise sector as a whole and the process of attracting franchisees.

NEWS As we’ve already established, it is going to take a gargantuan effort to develop the traits needed to understand people, their perceptions and prowess to comprehend replication and duplication, along with their ability to take on board legal parameters to trade within.

But this is all academic without interest in the business opportunity. And there will already be those reading this with their ‘hackles’ raised at the mere suggestion of a franchise being a business opportunity. And of course that’s exactly what a franchise is – a business opportunity with benefits – the major benefit being that the business is already established. Naturally, there are many more.

But what will possibly come as a huge surprise is that those looking to start a business, for whatever reason, rarely begin their investigations by looking for franchises; they trip into them almost by accident. So it almost goes without saying that the successful franchises out there have a significant understanding of what those looking to start a business are searching for in the first place.

Also, there are the established brands who are looking to keep a pipeline full of prospective franchisees in readiness for any in its network looking to retire or sell their business. These franchisees will have a client base with few knowing or understanding that they are being provided with a product or service by a local area franchisee – a franchisee who may be offering their business for sale at some stage to somebody looking to start their own business.

It’s not hard to understand then why such a small percentage of the population are aware of the UK franchise sector.

No apologies then for the repeated use of ‘understanding’ in this article. It is an invaluable commodity that franchisors and their chosen team need to have – often in abundance to help and support a franchise network and, by doing so, ensuring that the recipe is followed to the letter thus enabling everybody concerned to enjoy their respective ‘slices of the perfectly baked cake’. n

Learn more about joining Ovenu.

34 Autumn, 2024 | www.franchiseworld.co.uk

Yolé sales growth come rain or shine THE plant-based ice cream brand, Yolé, has recorded year on year growth to date, despite facing a few fairly miserable months of UK weather.

Lorraine Ellis, head of UK franchise at Yolé, said: “In the UK, we’re known for our obsession with the weather, it’s practically a national pastime. For those of us in the ice cream business, the weather is more than just small talk; it’s a real factor in our sales.

“This year, with such unpredictable conditions, you might expect a dip in ice cream consumption, but that hasn’t been the case at all.”

Ellis continues: “Yolé has experienced a remarkable 18 per cent year-on-year growth from March to July, despite the less than ideal ice cream weather. While a heatwave undoubtedly boosts sales, what we’ve seen is a steady increase in demand for our products regardless of the forecast.

“In fact, our overall growth is up 23 per cent compared to the same period of January to July last year, showing that there’s a growing appetite in the UK for healthier ice cream options, come rain or shine.”

Yolé currently has six stores in the UK, and says it is targeting ambitious growth plans in line with growing global consumer demand for inclusive, low sugar and low calorie food options. n

www.yole.com/franchise

RETAIL FRANCHISE

Nolte Kitchens launches franchise model to fuel its UK expansion N

olte Küchen, for nearly 70 years, have combined German precision and exquisite design to create kitchens that look like a dream, work like a charm and feel like home.

We make kitchens that aren’t kitchens.

They’re places to talk about the day ahead – or the day that’s just been.

They’re places of music, arguments, romance, laughter. They’re places that transform a house into your home.

Yes, a Nolte kitchen is made with meticulous German engineering and is tailored to customer’s precise requirements. But they’re not just kitchens. They’re where life happens.

Become a Nolte Kitchen franchisee Further to our highly successful entry into direct-to-consumer retail in the UK market in 2021, Nolte Kitchens UK (the UK distributor for Nolte Küchen) is targeting rapid expansion through the launch of our franchise model.

“

Yes, a Nolte kitchen is made with meticulous German engineering and is tailored to customer’s precise requirements.

But they’re not just kitchens. They’re where life happens.

Building on our longstanding German heritage and strong brand presence with 15 showrooms in premium high-street locations after only launching in the UK in 2021, we’re offering an exceptional opportunity for franchise partners to team up with a tried-and-tested business with a 65-year history.

If you’re an experienced entrepreneur looking for your next challenge or a kitchen designer wanting to be your own boss, we want to hear from you.

And with the opportunity to have a more fulfilling career and achieve genuine financial freedom, we think you’ll want to hear from us, too. n

franchise@nolte-kitchens.co.uk www.nolte-kitchens.co.uk/franchise

www.franchiseworld.co.uk | Autumn, 2024 35

Advertorial

Our expert designers utilise our 35 kitchen ranges, 200 door front options and a host of the best worktops and smart appliances to design kitchens that are made just for our customers.

BECOmE aN EXPLORER and start your own travel agency ✓ Fully Flexible, work from home ✓ Part of the largest independent travel agency in the UK

✓ Low overheads, high profits ✓ Start from just £4,995

*

✓ ABTA/ATOL Protected ✓ No experience needed, full support and training

FRANC RANCH HISE OFF FFE ER, SA SAVE UP TO £200 000 0

Find us on Facebook or explorertravel.co.uk

EXPLORER fRANCHISE together with HAYS TRAVEL

*

NEWS

HiQ network expands with flagship centre

H

iQ Tyres & Autocare has launched a new flagship centre in Bicester, Oxfordshire, with franchisees Phil Godfrey and Sam Buckley.

The new location is part of the continued expansion of HiQ’s UK network of service centres, which is positioned to meet the growing demand from motorists for car servicing, tyres and MOT testing.

HiQ says the new centre right in the heart of Bicester has already received overwhelmingly positive feedback from local motorists, and business partners Godfrey and Buckley are planning to open more centres in the future.

The nationwide HiQ network of over 160 centres is backed by the global tyre brand Goodyear, operating as its retail arm in the UK. Founded in 1992, HiQ services vehicles for both private and fleet customers and says it is dedicated to providing excellent customer service with honest pricing.

Franchisee Godfrey previously ran several HiQ’s before taking a sabbatical and returning to the industry in 2023.

Commenting on the new venture he said: “We really value having HiQ above the door. It strengthens the perception of

“

We really value having HiQ above the door.

It strengthens the perception of what we do, and gives customers peace of mind when they choose us.

what we do, and gives customers peace of mind when they choose us. The experience, honest service, and convenience of HiQ’s seamless online booking platform keeps drivers coming back time after time.

“As a franchisee, we see the most potential for growth through our online presence. That’s what currently gives HiQ the edge as it makes the process seamless from start to finish.”

Craig Sprigmore, Goodyear retail director UK & Ireland, added: “It’s always a pleasure to work with Phil and his team, and I’m delighted to see how immaculate the new centre looks. It sets a new standard for us, and has already welcomed many happy customers. As we continue to focus on growth, it’s never been a better time to be part of the HiQ network.” n

www.hiqonline.co.uk/franchise

www.franchiseworld.co.uk | Autumn, 2024 37

Welcome to Franchise Resales, a team of franchise professionals who are passionate about helping franchisees receive a return on investment. We work closely with our clients helping to value, market and sell their business.

Molly Maids

Razzamataz

Just Shutters

Lawnscience

Teesside Cleaning £130,000 Management FW088

Leeds Education £35,000 Management FW085

Bath Home Improvements £47,000 Vehicle FW121

Oxford Garden Services £80,000 Vehicle FW107

Premium Domiciliary Care Franchise

Speedy Freight

Essex Home Care £1,150,000 Management FW118

South West England Distribution Services £1,000,000 Management FW098

The Wheel Specialists

Lucrative Domiciliary Care Franchise

Leicester Automotive £275,000 Management FW105

London Home Care £400,000 Management FW117

Oakhouse Foods

Desirable Domiciliary Care Franchise

Total Clean

Wafflemeister

East Midlands Distribution Services £195,000 Management FW087

Doncaster & Notts Home Care £250,000 Management FW086

North West Cleaning £275,000 Management FW075

South London Food & Drink £100,000 Management FW115

www.franchiseresales.co.uk

01522 246811

info@franchiseresales.co.uk

NEWS

Kitchen Makeovers adds to its network of franchisees T

he home renovation company, Kitchen Makeovers, reports that it is continuing to ‘ride a wave of success’ with four franchisees joining its growing network, solidifying its position as a cost-effective kitchen renovation brand.

opportunity. There’s a sense of excitement knowing that I can create beautiful, functional spaces for families.

It is very fulfilling.”

Husband-and-wife duo, Wayne and Natalie Fenton (below), the Stoke-onTrent franchisees said they were excited to launch and were enjoying learning so many different skills involved in setting up the franchise.

The new additions take the total number of franchisees to over 30, with 12 joining since the start of the year. The new franchisees have opened branches in: Canterbury, Kent; Crawley, West Sussex; Northampton, Northants; and Stoke-onTrent, Staffordshire.

Will Frankling, founder and managing director of Kitchen Makeovers, said: “I’m thrilled to welcome another four new franchisees to our network. It’s safe to say that 2024 has been an extremely positive year so far for Kitchen Makeovers, but we’re not resting on our laurels; we want to continue building on this success. We can’t wait to see what the rest of this year will bring for our growing network.”

Kitchen Makeovers, founded in 2018, says its cost-effective approach to kitchen renovations has meant that homeowners can achieve their dream

“

kitchens as it focuses on affordability and convenience, alongside its passion for exceptional customer service.

“The support from everyone at head office and the other franchisees has been invaluable. We both have experience in different fields, but the opportunity to create a thriving business while helping people achieve their dream kitchens – that’s something truly special.”

William North (above), the Crawley franchisee, previously worked as a carpenter and says he is looking to transition those skills into his business: “This hands-on experience in carpentry has been invaluable, providing me with a deep understanding of craftsmanship, attention to detail, and the technical skills required for high-quality kitchen renovations.

“I've always dreamed of starting my own business, and this was just the perfect

The support from head office and the other franchisees has been invaluable. We both have experience in different fields, but the opportunity to create a thriving business while helping people achieve their dream kitchens – that’s something truly special.

Kitchen Makeovers adds that it recently celebrated another milestone when it held its first annual conference for over 30 franchisees. The event provided a platform for franchisees to share best practices, network with colleagues and gain valuable insights from industry experts. The conference also included an awards ceremony recognising five of the network’s top-performing franchisees. n

www.kitchenmakeovers.co.uk

www.franchiseworld.co.uk | Autumn, 2024 39

www.stockcheck.co.uk

www.stocktakeuk.co.uk

F&B Experience?

Earn over £50,000pa working the hours that suit you.

Our franchisees have experience of the F&B market and are looking for an opportunity to earn more while enjoying better working hours and a better work-life balance.

Benefits of the Stocktake UK Franchise include:Our top Franchise partners earn over £125,000pa Work regular hours Monday to Friday Be your own boss, build your own business Low initial investment (from £11,999 + VAT) all training and equipment included Regular flow of leads from our Head Office to help you grow Work in the hospitality industry without long shift and unsociable hours

We have over 20 years experience in the industry, with many franchisees operating their business for over 10 years. Follow the QR code here to find out more.

Contact Head Office On: 0800 027 4128 Or Email: info@stocktakeuk.co.uk © Stocktake UK Limited. Gillow House, Broughton Hall, Skipton. BD23 3AN

HOME CARE FRANCHISE

Visiting Angels top five exceed £1m turnover V

isiting Angels, who take a carercentric approach to its home care business by supporting and rewarding caregivers, reports that five UK offices now average turnover of over £1.5m per annum.

Dan Archer (below), UK chief executive of Visiting Angels, advocates that caregivers need to be paid higher wages, supported better and rewarded for their loyalty. Without these, a home care provider will experience high staff turnover – the industry average being around 70% – leading to inconsistent service and poor carer-client relationships.

Visiting Angels said across its five topperforming offices, the average hours of care delivered each month is 4,000 and the number of caregivers working for those offices is nearly 300 – each one

“

providing home care services to satisfied clients.

Franchisees of Visiting Angels are selected on their passion to make a difference in the social care sector, often having experienced poor care in the past for a loved one or having felt underappreciated whilst previously working in the sector.

One of the latest offices seeing a turnover of over £1m this year secured its Care Quality Commission registration in Spring 2022, hitting this key milestone in just over two years of operation.

Lynn James, managing director of Visiting Angels North Surrey said: “We’re beyond delighted with the success of our business. We were only the fifth Visiting Angels franchise, launching mid-pandemic in 2020 and introducing a new brand into our area.

Four years later, we’re living the carercentric ethos and seeing the benefit of this approach.

With the support we offer carers, staff absences are much lower than the industry average, meaning that carer-client relationships can go uninterrupted, building trust and becoming stronger.

“We’ve won numerous awards for recruitment and retention including the Stars Of Social Care National Award.

The result of our carer-centric approach is 95% retention of caregivers, enabling us to deliver a consistent quality service for our ever-growing client base.”

Carer-client relationships Visiting Angels says that whilst it has an average staff turnover of 13% nationwide, these top-performing locations have staff turnover levels at less than 10% when the industry average is around a staggering 70%. With the support it offers carers including a wellbeing app, staff absences are much lower than the industry average, meaning that carer-client relationships can go uninterrupted, building trust and becoming stronger.

Archer added: “The reason for the huge success of our locations is our stable caregiver team which enables the offices to ensure our clients get the same carer each week. It also means that Visiting Angels is able to offer clients a simple choice – the choice of who they invite into their home. We are the only brand to offer ‘Choose your Caregiver’ to its clients.” n

www.visitingangelsfranchise.co.uk

www.franchiseworld.co.uk | Autumn, 2024 41

Words are powerful.

Do I need PR for my business?

That depends. Only if you want to: Build trust and credibility with your prospects Set yourself as the expert in your eld Raise awareness and boost your brand pro le Connect with your audiences on a meaningful level Compel people to act!

Use them wisely.

Through tradi onal media rela ons to blogs, newsle ers, social media and everything in between, we help you to show the world that your business is successful and trustworthy.

Our specialist franchise-only PR agency supports franchisors and franchisees with franchise recruitment, B2B and B2C ac vity.

Media rela ons Blogs Newsle ers Case studies Expert guides Eshots In uencer rela ons Award entries Social media content.

revpr.co.uk

ADVICE FOR FRANCHISORS

Is there a winning formula for a press release?

F

By Lucy Archer, Co-founder, Rev PR ranchising in the UK is very competitive. With so many brands actively competing for the same prospects, standing out from the crowd is no easy feat. Here at Rev, we’re determined to help franchisors navigate the complex world of public relations in their quest for brand awareness.

One of the most powerful tools in your PR arsenal is the press release. Always has been and always will be. But is there a winning formula for creating a press release that grabs attention and generates results? Let’s dive into the essentials.

Understanding the purpose of a press release A press release is a concise, compelling document that informs the media about significant news or developments within your franchise. That makes it sound incredibly boring, but we promise you, it’s not! It’s your chance to tell your story in a way that engages journalists and, ultimately, your target audience.

But not all press releases are created equal. A winning press release needs to be newsworthy, well structured, and tailored to the interests of the media outlets you’re targeting. In other words, one size doesn’t fit all.

The winning formula 1 Engaging headline

headline that is both informative and intriguing. It should succinctly convey the essence of your news while sparking curiosity. We use something called the ‘coming up next’ strategy for creating our headline. If you’d like to hear more about this, give us a call and we’ll gladly chew your ear off about it.

2 Compelling opening paragraph The opening paragraph is crucial, and the way to construct it hasn’t actually changed in years. It should provide a concise summary of the most important aspects of your news. Answer the key questions: who, what, when, where, and why. This helps journalists quickly understand the relevance of your story.

The body of your press release should expand on the details provided in the opening paragraph. Include quotes from key stakeholders, such as the MD or franchisees, to add credibility and a human touch to your story. Highlight the impact of your news on the industry, your customers, and the broader community.

Include any relevant data, statistics, or background information that supports

5 Call to action What do you want readers to do after reading your press release? Whether it’s visiting your website, attending an event, or contacting you for more information, make sure your call to action is clear and compelling.

6 Contact information

3 Body of the press release

4 Supporting information

your story. This could be details about your franchise’s growth, industry awards, or unique selling points. Ensure that this information is directly related to the news you’re announcing.

Always provide clear contact information so journalists can reach out for further details or interviews. Include the name, phone number, and email address of your media contact person.

If you work with an agency like Rev, they’ll handle this side of things for you.

We always include our own details here so that you don’t get bombarded with unwanted calls!

7 Boilerplate Conclude your press release with a boilerplate – a brief paragraph that provides background information about your franchise. This should be a standard description that you use consistently across all your press releases. ➥

About the author

Your headline is the first thing journalists see, and it needs to grab their attention immediately. Aim for a

Co-founder of Rev PR, Lucy Archer is a passionate franchise professional with over a decade of experience. She is a member of the Chartered Institute of Public Relations (CIPR), the Public Relations and Communications Association and a BFA Qualified Franchise Professional.

A press release is a concise, compelling document that informs the media about significant news or developments within your franchise. That makes it sound incredibly boring, but we promise you, it’s not! It’s your chance to tell your story in a way that engages journalists and, ultimately, your target audience.

Rev PR currently holds the title of Best Franchise Awards ‘Best Franchise Supplier’ and, in the last two years, was crowned Outstanding Small Consultancy by the CIPR and took Silver for Best PR & Marketing business in the Best Business Women Awards.

“

Passionate about the power of brand storytelling, Archer and the team at Rev PR help franchisors and franchisees to grow their businesses, empower their teams and create legacies for themselves and their families.

lucy@revpr.co.uk www.revpr.co.uk

www.franchiseworld.co.uk | Autumn, 2024 43

ADVICE FOR FRANCHISORS

NEWS

Final tips for success ● Keep it concise: Journalists are busy and appreciate brevity. Aim for 400-500 words. ● Use clear, simple language: Avoid jargon and technical terms that might confuse readers.

Drama Kids celebrate a tetrad of milestones

● Proofread: Ensure there are no

spelling or grammatical errors. A wellpolished press release reflects well on your franchise. Fun fact – we send all our PRs away to a professional proofreader prior to sending them out.

Why? Because we know that, no matter how careful you are, reviewing your own work is never a guarantee of quality! ● Tailor your release: Customise your

press release for different media outlets and audiences to increase its relevance and appeal.

This is as close to a winning formula as you’re going to get – but please don’t think that you can just spout any old nonsense in this style and be rewarded with swathes of coverage across the UK media.

Your story still needs to have essential elements to make it attractive and compelling. But if you do have a great story to tell, by following this format, you can create press releases that not only capture journalists’ attention but also effectively communicate the exciting happenings within your franchise. Good luck!

Here at Rev, we regularly share articles about hot topics and offer PR advice to help you maximise your PR activities.

Follow us on social media to stay updated: LinkedIn, Twitter, or Instagram.

And if you fancy a chat about your PR strategy in more detail, don’t hesitate to get in touch. We absolutely love chatting about this kind of thing. Email us at lucy@revpr.co.uk or call 07921 572 554.

If you suggest meeting for cake, we’ll pay. n

“

If you do have a great story to tell, by following this format, you can create press releases that not only capture journalists’ attention but also effectively communicate the exciting happenings within your franchise.

D

rama Kids is celebrating several milestones this year. Along with marking 45 years since its inception in Perth, Australia; 40 years of franchising and 30 years in the UK; the brand is also proud to announce its recent accreditation as British Franchise Association (BFA) members.

Since launching internationally in 1979 and in the UK in 1994, Drama Kids says it has consistently worked to create a nurturing environment where children can explore their imaginations, build self-esteem and develop essential life skills through the power of drama.

Becky Goodfield (left), chief operations officer of Drama Kids, said: “Since our beginnings 45 years ago as Helen O’Grady Drama Academy, we’ve been dedicated to helping children discover their unique voices, express themselves creatively and grow into confident individuals.

“This anniversary holds special significance, coming just a year after our successful rebrand, which has made the thirtieth year in the UK even more memorable. It also highlights our unwavering support for our franchisees, who are truly the heart of our network.”

With over 150 franchisees and 100,000 children attending its drama classes each week, Drama Kids sees the milestone offering its network a moment to celebrate and reflect on the remarkable

44 Autumn, 2024 | www.franchiseworld.co.uk

“

We extend our heartfelt gratitude to all the students, parents, educators and supporters who have been a part of our journey.

Their unwavering commitment and enthusiasm have been instrumental in shaping Drama Kids into the thriving education programme it is today.

journey the brand has had for more than four decades.

Goodfield continues: “During what has turned out to be a summer of celebration, we extend our heartfelt gratitude to all the students, parents, educators and supporters who have been a part of our journey. Their unwavering commitment and enthusiasm have been instrumental in shaping Drama Kids into the thriving education programme it is today.

“As we embark on the next chapter of our story, we look forward to continuing our legacy of empowering young minds and positively impacting generations to come. I can’t wait to see what the next 30, 40 and 45 years will bring for our network and the thousands of children we have the privilege of teaching.”

Commenting on its recent BFA membership, Goodfield added: “Receiving BFA accreditation is the icing on the cake of what has been a landmark year. It establishes a benchmark that aligns perfectly with our core values of innovation, quality drama education and empowering young minds through our dynamic classes up and down the country.” n

www.dramakids.co.uk/franchise

PET CARE FRANCHISE

Petpals latest franchisees combine ‘a love of animals with business ownership’ P

etpals has welcomed two new franchisees, Charlotte Arnold (below) and Suzie Mossman. Both pet lovers say they are realising their dream of merging their passion for animals with the excitement of business ownership.

Arnold’s journey to Petpals began after a career as an events manager in the finance industry, and after meeting her partner during lockdown she decide it was time to settle down. Struggling to find a reliable pet sitter for her muchloved Labradors, Lola and Tia, Arnold decided to take matters into her own hands.

She explains: “I’ve always dreamed of running my own pet care business, but I figured I’d have to wait until later in life to make it happen. But when I saw how much the community needed a reliable pet care service, my partner and I realised there’s no perfect time to chase your dreams. So, we decided to take the leap and start Petpals Sidcup. And the rest, as they say, is history.”

Arnold says choosing Petpals was an easy decision for her as she was inspired by her friend Ray Hipwell at Petpals Chislehurst: “He was always fully booked, which made it clear that there was a high demand for dog sitting and other pet services in our area and neighbouring Sidcup.

“It takes a lot for me to trust someone with Lola and Tia. I need to know that the pet carer is experienced, fully insured, licensed and knowledgeable.

Petpals Chislehurst stood out to me as the most professional pet care company in our area. Everyone at Petpals receives

● Suzie Mossman with Nick Skinner, a business development manager at Petpals.

for someone to take over her business. I contacted Sharren and we hit it off right away. It was clear to me that Petpals was the perfect match.”

comprehensive training and operates with the highest standards, setting them apart from the rest,” concluded Arnold.

Franchise resale – ‘the perfect successor’ The path to Mossman becoming a franchisee had its own unique twist explains the franchisor. The existing Petpals franchisee for Sefton, Merseyside, Sharren Redmond who joined in 2018 had become a favourite among local pets owners – earning her a Great British Franchisee Award in 2022.

After deciding it was time for a new adventure, the perfect successor was closer than she had imagined.

Mossman having spent 20 years working with Sefton Council, said she felt like it was time for a change: “I realised I wanted to do something that truly made me happy. Given my lifelong love for animals, starting my own pet business just felt like the perfect fit. I started exploring options like doggy daycare and other pet-focused opportunities.

“As fate would have it, my mum and Sharren’s mum are really close and during one of their chats, Sharren’s mum mentioned that her daughter was looking

For Mossman, the key to her successful launch lies in the steadfast support and comprehensive training she received from Petpals’ head office and her predecessor: “Like Charlotte, I completed canine first aid, feline care and home boarding courses. The sessions were intense, covering everything from animal care to business operations, but the knowledge I gained was invaluable.”

Kevin Thackrah, director of Petpals, said the duo are the perfect additions to the network: “Our recruitment process is designed to find franchisees who align with our core values and, most importantly, have a deep love for animals and a passion for business.

“Charlotte and Suzie embody everything we stand for at Petpals. I’m excited to see how they will drive their businesses forward, contribute to our pet-loving community and enhance our network’s success in the years to come.” n

www.petpals.com

www.franchiseworld.co.uk | Autumn, 2024 45

NEWS

Gong cha unveils new global store concept ‘Gong cha 2.0’ G

ong cha, the UK based fastgrowing global tea brand, has announced the roll-out of its brand-new store concept ‘Gong cha 2.0’ as part of its ambitious international expansion strategy to reach 10,000 stores by 2032.

The new concept, which launched in new flagship sites in Gangnam, South Korea and Riyadh (above), Saudi Arabia, is designed to celebrate the brand’s highquality products in a state-of-the-art store experience craved by customers worldwide, said Gong cha.

‘Gong cha 2.0’ offers a consumer-centric layout providing a comfortable environment for customers from all walks of life – students and city workers looking for a place to work, Gen Z consumers or families seeking a social destination.

The new concept also highlights the brand’s provenance of its whole-leaf tea and toppings with digital screens showing the careful and traditional steps taken to harvest, dry and roast the tea that is picked from its tea gardens.

Greater adaptability Beyond driving customer experience, building brand affinity, and encouraging repeat store visits, Gong cha says the concept offers greater adaptability for locations such as train stations, high streets, airports, residential areas and commercial districts. This will offer more opportunities for existing franchisees to expand their store estate

“

Gong cha 2.0 is a cost-effective capital investment and has been designed to provide strong returns for our franchise partners.

in line with its ambition to reach 10,000 stores.

Paul Reynish, global chief executive of Gong cha, said: “The launch of Gong cha 2.0 is a milestone moment for our brand. With a flexible footprint – scalable from nine to 200 sq. metres – our new stores will help our franchisees create a unique and differentiated experience for our customers around the world. Each store will leverage the latest innovative technology, enabling our customers to be served faster, and our kitchens to be more efficient in the process.

“Gong cha 2.0 is a cost-effective capital investment and has been designed to provide strong returns for our franchise partners. By investing in this concept at

46 Autumn, 2024 | www.franchiseworld.co.uk

Group level, we will help deliver brand congruence and consistency around the world.”

The Group adds that it will quickly roll out the updated store layout in Asia and the Middle East, as well as adding new stores in the U.S. and Europe using the layout, which can be adapted for smaller concession or kiosk sites and larger split-level locations.

Gong cha, founded in Taiwan in 2006, operates nearly 2,200 locations in 25 countries. The Group says that product innovation is at the core of the brand, serving high quality, freshly brewed, hand-crafted beverages, all at great value. n

www.gong-cha.co.uk/franchising

ADVICE FOR FRANCHISORS

What do accountants know about franchising’s nuances?

By Jack Hayes, Franchisor Relationship Manager, the dt group

F

ranchising has long been touted as the ultimate “business in a box”.

The model promises prospective business owners the chance to step into a well-established brand with the backing of a franchisor who has already laid the groundwork for success.

While the surface appeal is undeniable, the reality of buying and running a franchise is often more complex. This is where expert guidance, particularly from accountants who specialise in franchising, becomes invaluable.

The realities of buying a franchise When considering the purchase of a franchise, it’s easy to be enticed by the prospect of joining a successful brand.

The franchisor typically provides marketing support, operational guidelines, and training programmes, all designed to make the process as seamless as possible. However, beneath the surface lies a myriad of considerations that require careful scrutiny. This is where an accountant’s expertise plays a crucial role.

1 Financial due diligence: Avoiding the pitfalls The first step in buying a franchise should be conducting thorough financial due diligence. This means not just relying on the franchisor’s promotional materials but delving into the financial health and viability of the franchise.

Franchise fee and initial investment: The upfront costs go beyond just the franchise fee. What about expenses for equipment, inventory, leasehold improvements, and working capital? Are the figures presented by the franchisor realistic, and how do they align with industry standards?

Ongoing fees: Beyond the initial investment, franchisees often face ongoing royalties, marketing fees, and

other costs. It’s crucial to assess whether these payments are sustainable, particularly during the early stages of operation.

Earnings potential: What is the actual earnings potential compared to the franchisor’s projections? An accountant can help evaluate the likelihood of achieving these figures and whether they align with your financial goals.

2 Understanding the financial model A franchise might come as a “business in a box”, but the financial model varies significantly across industries and brands. Accountants bring more than just number-crunching to the table; they help you understand the intricacies of the financial model, including: Cash flow management: How does the cash flow in the business? Are there seasonal fluctuations or significant peaks and troughs? A detailed cash flow analysis will provide insights into the working capital required to sustain the business.

Break-even analysis: When can you expect to break-even? Understanding both fixed and variable costs, and their impact on profitability, is essential for long-term planning.

Return on Investment (ROI): What is the projected ROI, and how does it compare with other investment opportunities? An accountant can assist in calculating and evaluating the ROI to determine if the franchise offers a compelling financial return.

3 Legal and compliance considerations Franchise agreements can be legally complex, with numerous implications.

While legal professionals are indispensable, accountants with experience in franchising provide complementary support in navigating these complexities: Contractual obligations: Understanding the obligations imposed by the franchise agreement, such as territory restrictions, supply chain mandates, and operational standards, is essential to avoid future disputes.

Tax Implications: What are the tax ramifications of buying a franchise?

How will the business structure affect tax liabilities? An accountant can offer guidance on structuring the franchise in a tax-efficient manner.

Compliance with financial reporting: Franchisees are often required to submit regular financial reports to the

About the author Jack Hayes is the Franchisor Relationship Manager at the award-winning business advisory firm, the dt group, which has worked with over 100 franchise networks and over 2,000 franchisees. During his many years working within the firm, as a qualified accountant, he has worked with some very well-known household names within the franchise industry.

Paired with his current role, Hayes has the tools to help franchisors and franchisees alike. Alongside the variety of services that the dt group has to offer, he has helped franchise brands across the UK and their networks to increase franchise efficiency through expert accountancy advice.

jack.hayes@team-dt.com www.team-dt.com

www.franchiseworld.co.uk | Autumn, 2024 47

ADVICE FOR FRANCHISORS franchisor. Setting up systems to ensure accurate and timely reporting is crucial, and an accountant can facilitate this process.

The unique challenges of franchising a business On the other side, if you’re a business owner considering franchising, the challenges are equally complex.

Franchising your business requires not only a robust model but also a deep understanding of the financial, legal, and operational hurdles associated with scaling through franchising.

1 Building a franchise model The initial step in franchising your business involves developing a solid franchise model. This includes: Financial viability: Is your business model financially viable as a franchise?

Accountants can help assess whether the current model can support the additional costs and complexities associated with franchising.

Franchise fees and royalties: Determining the appropriate franchise fee and royalty structure is critical. These figures must be carefully calculated to ensure they provide sufficient income while remaining attractive to potential franchisees.

Operating procedures: The success of your franchise hinges on your operations being replicable. Detailed manuals, training programmes, and support systems must be developed. Accountants can assist in creating systems that ensure consistency in quality and efficiency across all franchises.

2 Scaling your business Scaling through franchising is not just about replicating your current model but expanding it in a way that is sustainable and profitable. This involves: Capital investment: Franchising requires significant capital investment in marketing, training, and ongoing support. An accountant can help plan for these expenses and identify potential funding sources.

Financial forecasting: How will the financials change as your business

circumstances, goals, and challenges is essential for long-term success.

scales? Will profitability increase in proportion to the number of franchises, or could there be diminishing returns?

Accountants can create financial forecasts to help anticipate and plan for future challenges.

2 Beyond traditional accounting

Risk management: As your franchise network grows, so do the risks.

Accountants can help identify and mitigate financial risks to ensure the franchise remains profitable and sustainable.

Success in franchising isn’t just about balancing the books. It involves strategic planning, risk management, and continuous financial analysis.

Accountants with specialised knowledge in franchising go beyond traditional accounting services to offer insights and strategies that help you navigate the complexities of the franchise model.

3 Compliance and reporting

3 Innovative solutions

As a franchisor, you’ll be subject to stringent compliance and reporting requirements, including:

Franchising presents unique challenges that often require innovative solutions.

Whether it’s developing a bespoke financial model, creating efficient cash flow management systems, or identifying tax-efficient structures, thinking outside the box is crucial for addressing the specific needs of franchisees and franchisors alike.

Financial reporting: Regular financial reports to franchisees and possibly regulatory bodies are mandatory.

Accountants can help establish systems to ensure these obligations are met accurately and efficiently.

A trusted partner in your franchising journey

Franchise Disclosure Documents (FDD): In certain regions, franchisors are required to provide potential franchisees with a FDD, which includes detailed financial information.

Accountants can assist in preparing and reviewing this document to ensure it is accurate and compliant with legal standards.

Choosing the right financial advisor can make a significant difference in the success of your franchising venture.

Accountants with expertise in the franchise sector provide the specialised services and support necessary to make informed decisions and achieve longterm success.

Tax planning: The tax situation for franchisors can be complex. Accountants provide valuable guidance on tax planning strategies that minimise liabilities while ensuring compliance with tax laws.

Why think ‘outside the box’?

Franchising may be considered a “business in a box”, but to truly succeed, it’s essential to think beyond the box.

The complexities involved in both purchasing and franchising a business require more than just following a standard playbook. Here’s why thinking differently is key:

1 Tailored financial guidance A one-size-fits-all approach doesn’t work in franchising. Whether you’re buying a franchise or franchising your own business, the financial landscape is unique to each opportunity. Personalised advice that considers your specific

Whether you’re a potential franchisee looking to invest or a business owner considering franchising, it’s important to work with advisors who are committed to understanding your business and your goals. The journey is complex, but with the right support, you can navigate the challenges and unlock the full potential of franchising.

Conclusion Franchising, whether you’re on the buying side or the selling side, is a significant financial and operational undertaking. Success in this field requires more than just following a preset formula; it demands careful planning, expert financial guidance, and the ability to think outside the box. With the right support and advice, you can make informed decisions that lead to a prosperous and sustainable business. n

www.team-dt.com

www.franchiseworld.co.uk | Autumn, 2024 49

NEWS

Stagecoach Performing Arts casts new master

Burger & Sauce opens in Liverpool Central Station BURGER & SAUCE, the quick service restaurant brand, has opened its 15th outlet in Liverpool Central Station, Merseyside.

The burger brand founded in 2020 and launched as a franchise in 2022 is planning to reach 20 stores by the end of this year and 50 nationwide by the end of 2025.

The company says its goal is to give customers a burger that ticks all the boxes from taste to price, using only the freshest ingredients to create a range of delicious burgers (beef, chicken or vegetarian), which are paired with its three homemade signature sauces – Classic Homemade, Signature Spicy or Smokin Hot BBQ. A spokesperson for Burger & Sauce said: “We had an amazing response to Burger & Sauce’s franchise launch due to the quality of the proposition and the popularity of the brand and concept.

“We hope to grow that popularity further in Liverpool as the local community can experience what makes Burger & Sauce special.” n

www.burgerandsauce.com/franchise

S

● Johannes Mock-O’Hara (left) with Andy Knights.

tagecoach Performing Arts, the international children’s franchise, has announced that Johannes MockO’Hara is the new master franchisee for Germany.

Before being cast as the master franchisee, Stagecoach says MockO’Hara honed his skills as managing director for various international entertainment and musical theatre organisations, and his passion for making a difference in his local community inspired him to launch his first Stagecoach franchise in BerlinMitte in 2019.

Since then, Mock-O’Hara has expanded his business to Hamburg and Frankfurt, and says he is now eager to amplify Stagecoach’s positive impact and extend its reach even further across Germany.

“It’s incredibly meaningful for me to become the master franchisee for Germany. In my opinion, Stagecoach has never been more important than it is today. Post-pandemic and with AI on the horizon, the education of children and young people in creative subjects is necessary and essential.

“Stagecoach gives our students confidence, the ability to perform courageously and social competence in dealing with others. These are the key skills for the coming decades. As I transition from being a Stagecoach principal to my new role as master franchisee, my mission remains the same

50 Autumn, 2024 | www.franchiseworld.co.uk

– to help as many children as possible to find their voices.

“I truly believe in making a difference in people’s lives and setting them up for an exciting future, regardless of whether they pursue performing arts professionally,” said Mock-O’Hara.

He explained that in Germany, the school system doesn’t offer the same opportunities for performing arts as it does in the UK where it’s more established: “The goal is to replicate the success of my existing schools in more regions across the country. As part of my new venture, I’ll be looking to connect with like-minded people to join the German network, so we can extend the positive impact and unique approach of Stagecoach to even more communities.”

‘The ideal candidate’ Andy Knights, chief executive of Stagecoach Performing Arts, said choosing the ideal candidate to lead Stagecoach’s expansion in Germany was a clear decision: “Johannes is the very definition of a trailblazer. He’s not only a master at inspiring young performers and building their confidence on stage and beyond, but he’s also a staunch advocate of our unique business model.

“Watching Johannes step into this new role is incredibly exciting, and I’m eager to see how he will elevate the German network to new heights.” n

www.stagecoachfranchise.com

FRANCHISE RESALES

The rise of owner financing in franchise resales

“

By Emma Bohan, Operations Manager, Franchise Resales

H

aving been involved in the franchise resale market for years, I have had the privilege of watching the sector evolve. In my role, I’ve observed a significant shift in how franchised resale transactions are being financed.

Increasingly, both buyers and sellers are turning to owner financing as a viable option to close deals that might otherwise struggle to get off the ground.

Here I share my insights on why owner financing is becoming so popular, especially in the UK’s franchise resale market and I will also delve into the various creative ways deals are being structured to benefit both parties.

Understanding owner financing Let me start with a quick overview of what owner financing actually is. Unlike traditional financing, where a buyer secures a loan from a bank or financial institution, owner financing involves the seller providing the necessary funds to the buyer. The buyer then repays the seller in instalments, often with interest, over an agreed period.

From my experience, this method has been particularly appealing in situations where traditional financing is hard to come by. In today’s economic climate, banks are tightening their lending criteria, making it tougher for buyers – especially first-timers or those with limited credit history – to secure loans.

This is where owner financing comes in, offering a more accessible route for buyers who might otherwise miss out on an opportunity.

Why owner financing is gaining traction 1 Easier access to funding At Franchise Resales, we’ve seen an increase in the number of transactions that include owner financing. In fact, about five out of 10 deals we broker now

We’ve seen scenarios where sellers, particularly those looking to retire, prefer to spread out the payments over several years. This approach provides them with a steady income stream, effectively turning the buyout into a retirement fund. It’s a win-win situation – buyers get manageable payment terms, and sellers secure their financial future.

involve some form of this financing.

This trend isn’t just a fluke – it’s a response to the challenges many buyers face in securing traditional loans.

For buyers who may not meet the strict criteria set by banks, owner financing offers a lifeline. Sellers, on the other hand, are often willing to take this route because they have a vested interest in the future success of the business. They’re not just handing over the keys; they’re investing in the buyer’s ability to carry the business forward.

2 Faster and smoother transactions One of the biggest advantages of owner financing is the speed at which deals can be closed. The traditional route of securing a bank loan can be a lengthy and frustrating process, filled with endless paperwork, credit checks, and waiting periods.

With owner financing, the process is often much quicker. Buyers and sellers

can negotiate terms directly, cutting out the middleman and getting the deal done faster. A quick, smooth transaction allows both parties to move on with their plans – whether that’s starting a new venture or retiring in comfort.

3 Flexibility in negotiation Michael Bohan, managing director of Franchise Resales, notes that one of the most attractive features of owner financing is the flexibility it provides.

“Unlike the rigid terms associated with bank loans, owner financing agreements can be customised to meet the specific needs of both the buyer and the seller.

“For example, the percentage required for personal guarantees and the payment schedule can vary significantly, depending on what the seller is comfortable with. In some of the larger transactions I’ve brokered, sellers may be willing to extend the buyout period over several years, making the deal more manageable for the buyer.” ➥

About the author Emma Bohan, Operations Manager at Franchise Resales, has been an integral part of the company since 2019. Her professional journey is a blend of diverse experiences. Originally trained as a pre-school teacher, Bohan dedicated six years to the education sector. As her children grew older, she made a pivotal decision to return to university, earning a degree in English Literature.

Post-graduation, Bohan seamlessly transitioned into the role of an Office Manager before her path led her into the realm of franchising. At Franchise Resales, she collaborates with her husband, Michael, Director, to empower franchisees in maximising their returns and assists prospective buyers in finding the ideal resale opportunities.

emmab@franchiseresales.co.uk www.franchiseresales.co.uk

www.franchiseworld.co.uk | Autumn, 2024 51

Are you considering buying or selling a franchise?

Then you might need to learn about owner financing...

Owner financing offers a more accessible route for buyers who might otherwise miss out on an opportunity.

By working together, buyers and sellers can structure deals that meet their unique needs, ensuring a successful transaction.

www.franchiseresales.co.uk 01522 246811 info@franchiseresales.co.uk

FRANCHISE RESALES This flexibility is a key factor in why nearly half of our transactions now incorporate owner financing.

Creative solutions for complex deals Owner financing also opens the door to some truly creative deal structures, which can be essential in getting a deal over the line. For example, I’ve seen situations where a management buy-in was the best option. In these cases, a member of staff buys the business from the owner over time.

This can be done through a set payment amount, profit-sharing, or even owner financing.

We’ve also seen scenarios where sellers, particularly those looking to retire, prefer to spread out the payments over several years. This approach provides them with a steady income stream, effectively turning the buyout into a retirement fund. It’s a win-win situation – buyers get manageable payment terms, and sellers secure their financial future.

These creative financing solutions are becoming increasingly common. At Franchise Resales, we encourage both buyers and sellers to think outside the box and explore these options. After all, the goal is to find a solution that works for everyone involved, and sometimes that means getting a little creative.

The importance of legal guidance While the flexibility and accessibility of owner financing are significant benefits, it’s not without its challenges. Watching the Franchise Resales team structure these deals, I’ve seen how complex they become, and how crucial it is to have legal and financial professionals involved from the start.

We always advise our clients to seek solicitor advice before entering into an owner financing agreement. This ensures that all aspects of the deal are legally sound and that both parties are fully aware of their rights and obligations.

One thing I’ve learned over the years is that not every deal will go smoothly.

There’s always the risk of a buyer defaulting on payments, which is why personal guarantees and collateral are often required. These precautions protect

NEWS

the seller and help ensure that the transaction remains fair.

Impact on franchise relationships Franchised businesses operate within a broader franchise network, and it’s essential to ensure that any owner financing arrangement aligns with the franchise agreement. At Franchise Resales, we’ve had to navigate these waters carefully, making sure that the financing structure doesn’t conflict with franchise rules or strain the relationship with the franchisor.

● Tina Jones (left) with Kirstie Hercules.

SureCare praised for its service SURECARE Central Cheshire, a care service provider, established five years ago by friends Tina Jones and Kirstie Hercules, has been praised for the care it provides by their client and motivational speaker, Bart Gee.

In some cases, franchisors need to approve the financing arrangement, which can add another layer of complexity to the deal. However, with the right approach and legal guidance, these challenges can be effectively managed.

Conclusion: The future of owner financing in franchise resales Working at Franchise Resales, I’ve seen firsthand how owner financing is reshaping the resale market in the UK. The flexibility, speed, and accessibility it offers are just a few of the reasons why this method is becoming increasingly popular.

With nearly half of our deals now involving owner financing, it’s clear that this trend is here to stay. For sellers, it’s a way to attract a broader pool of buyers and secure a steady income, particularly in retirement. For buyers, it’s an opportunity to enter the franchising world without the barriers imposed by traditional lenders.

The key to success in owner financing is creativity and collaboration. By working together, buyers and sellers can structure deals that meet their unique needs, ensuring a successful transaction. At Franchise Resales, we’re committed to helping our clients explore these innovative options, so they can achieve their goals and close the deal.

Gee was born with a disability called Arthrogryposis, a rare condition of joint contractures that limits his range of motion, leaving him unable to bend his arms, legs or fingers. He was told he would never walk and may never have the strength to sit up.

Today, however, with the help of SureCare, Gee regularly travels around the North West giving talks in schools, churches and prisons.

Hercules said: “Bart, a client for many years, asked if we could help to support him when he’s staying in a hotel travelling on business. This was the first time we had provided care in a hotel... it’s great to be able to support disabled people who are working but just need a bit of help to be able to travel.”

Gee says he enjoys being independent which has been against the odds, as has completing a 5km swim, three triathlons, learning to play the drums, table tennis and pool, and to drive.

If you’re considering buying or selling a franchised business, now is the time to think creatively. Let’s talk about how owner financing could be the solution you’re looking for. n

“I wouldn’t be able to do the job I do without the help of brilliant agencies like SureCare. I really love my job and seeing the response from my audiences is always amazing. I tell children about my disability, about tackling what life throws at you, and that whenever you are put in a difficult situation you can still overcome your challenges.” n

www.franchiseresales.co.uk

www.surecarefranchise.co.uk

www.franchiseworld.co.uk | Autumn, 2024 53

ADVICE FOR FRANCHISEES

Uncovering the truth behind franchising myths F

By Paul Edwards, Managing Director, GreenThumb ranchising is a popular route for entrepreneurs looking to start their own businesses with the backing of a proven brand and support system.

One of the key goals for franchisees is to create a successful business that thrives in the market, yet it is equally important to consider the long-term strategy of building to sell rather than just the immediate profit.

Having a solid franchise exit strategy in place is crucial so you can maximise the value of your franchise beyond its current performance and realise its potential for future profitability and growth.

Understanding the complex landscape of franchising is necessary for any prospects considering entering the world of franchising and there are a number of myths that need to be clarified so prospects can navigate the path of successful business ownership. Here I explore and debunk five of the most common myths.

1 Franchising is expensive Franchising spans a broad array of industries, offering diverse brands and varying start-up costs. While some franchises demand substantial capital investments, there are also many low-cost options available that can generate a good return on investment.

Similarly, banks are often more willing to lend to franchisees due to the lower risk associated with established business models, which can help ease some of the financial burden.

Franchisees frequently employ their family to work in the business so they can grow an asset together that can be sold (including to the owner’s children) and this is a great way of achieving a return on investment. The idea that becoming a franchise owner requires a

large amount of liquid cash often isn’t actually the case, and due to the level of return it’s often a very good investment in any event.

Prospective franchisees should nonetheless conduct thorough research and consider their potential return before committing to any investment.

2 You need experience in the industry to run a franchise

4 You have no control over the business

Some franchisors may require industry experience and a particular skill set depending on the sector, but having good business acumen is crucial and will help in managing the franchise effectively.

Franchisees are required to follow certain guidelines and systems to ensure brand consistency, but this doesn’t mean a total lack of control. Franchisees are responsible for the day-to-day running of the franchise, just like any business owner, and have to make numerous decisions regarding the operation of their businesses, including hiring, local marketing efforts and management practices. The framework provided by the franchisor is meant to support, not stifle, entrepreneurial initiative.

For the majority of franchisors, the focus is on finding franchisees with the right personality traits and transferable skills that align with the franchise’s brand and business. Additionally, franchisors normally offer comprehensive training and ongoing support on all aspects of running the business, such as marketing, recruitment and operational procedures.

Franchising can be a lucrative and rewarding business model, but it’s important for prospects to do their research and due diligence in selecting a franchise that fits their budget, interests and lifestyle so you can increase the chances of success regardless of previous industry experience.

3 Franchising is high risk Franchising offers both proven business models and support, reducing the risks often associated with independent startups. By investing in a franchise, you gain more than a recognised brand; you tap into a well-established business concept with a track record of success.

The success rate of franchises is significant, with failure rates consistently remaining below five per cent for more than 20 years. This realisation highlights the dependability and robustness of franchise businesses, making them a compelling choice for entrepreneurs looking to minimise risk and optimise their likelihood of success.

54 Autumn, 2024 | www.franchiseworld.co.uk

5 Franchising involves only well-known brands Franchising covers businesses of various sizes, providing many opportunities across a wide range of sectors and industries. Every day, franchising impacts many lives, not only through well-known brands but also via smaller, niche franchise opportunities that serve particular markets and interests.

Whether it’s in lawn care, hospitality, retail, or fitness, the franchise industry offers a broad spectrum of possibilities for potential business owners. This variety allows individuals to select a franchise that matches their passions, skills and financial capacity, presenting franchising as a flexible and attainable route to owning a business.

In summary By understanding these misconceptions, it can not only help you make more informed decisions but also enable you to set realistic expectations about what is required when running your franchise. n

www.greenthumb.co.uk/franchising

TRAVEL FRANCHISE

Join GoCruise & Travel, the cruise and holiday operator Advertorial

● Professionalism. ● Drive and determination to succeed. ● Good sales skills.

As a cruise specialist, we have refreshed our GoCruise & Travel franchise offering and launched a new prospectus for those looking for an opportunity in travel selling.

Our business GoCruise & Travel is a franchise that is focused on providing a framework for passionate individual business owners to sell cruises and holidays. We are part of the Fred. Olsen Travel family that have been selling cruises and holidays for over 35 years.

Our mission To create a warm and inviting community of remote workers and aspiring travel entrepreneurs interested in building their own franchise, or travel shop including a licensee model.

Our vision Is to have positive and like-minded franchisee members who put their customers at the heart of everything they do. Who are focused on building a successful business with our guidance and business leadership as the franchisor.

With success that comes to those who work for it.

Our franchisee model is designed to appeal to individuals who dream of running their own business in the travel industry, providing them with the support, processes, and protection under the GoCruise & Travel umbrella. This empowers the franchisee to build a

● Polite telephone manner. ● Great at building relationships. ● Business acumen. ● Passionate about travel and cruising.

customer database and effectively sell cruise and holiday products, all while benefiting from the strong backing of Fred. Olsen Travel.

What’s in it for you? ● Pride and satisfaction in a job

well done. ● Great work/life balance – shape your

Are we right for each other?

work around your lifestyle.

GoCruise & Travel is rooted in the ethos of quality, and we invest time and attention in nurturing and developing you to be the best you can be. We provide you with the knowledge and opportunities needed to build your own successful business, all while maintaining a focus on quality service.

We’re thrilled to give you the chance to create your own customer database and promote the products you want to sell, using a territory model approach.

Our main focus is on providing quality care and attention to detail, aiming to encourage repeat business from your happy customers.

Enjoy the flexibility to set your own hours based on your personal circumstances and commitments, set goals without imposed targets, and unlock limitless earning potential.

What we look for in a GoCruise & Travel franchisee ● Friendly and outgoing personality.

● Being part of a fun and exciting

industry. ● Taking part in industry events. ● Additional incentive and earning

potential from our travel and cruise partners. ● Discounted rates for your own personal holidays and educational experiences. ● A recognised brand and platform to build yourself a successful business.

Uncapped earning potential GoCruise & Travel have excellent opportunities with our travel and cruise partners for you to earn a good income from the holidays you sell to your customers.

Our commission earning potential is literally uncapped and our highest earner in 2023 exceeded £80,000 in commission payments. So, the more time and effort you put into your business, the more financial rewards you will gain. n

View our franchisee prospectus.

www.franchiseworld.co.uk | Autumn, 2024 55

THEATRE SCHOOL FRANCHISE

Razzamataz newlywed franchisees set to expand to multiple locations Y

oung newlyweds, James and Esme Pennell-Tutill, franchisees of Razzamataz Newcastle since 2020 are getting set to expand their business to multiple locations by taking a second territory of Northumberland. Here James shares his successfully transition from secondary school teacher to theatre school principle.

A bit about us Esme and I both worked at Razzamataz Newcastle alongside our full time jobs.

I was the head of singing and Esme the front of house manager. I was also a secondary school teacher of French, Spanish, music and performing arts, and Esme was finishing her Masters in Clinical Psychology. We always hoped to open a theatre school together one day but the reality was the opportunity arose much sooner than we were expecting.

The principal of Razzamataz Newcastle was moving away and putting the school up for sale. I was just 22 and Esme 23 and we did question whether we were too young and inexperienced but with such an opportunity, we felt we couldn’t just walk away from it.

How to build a business We took over in December 2020, believing that the lockdowns were behind us. Within just a few weeks, we learned we were going back into lockdown and all our classes would have to be online. It was a huge pressure because most of the staff were furloughed so I had to teach everything.

“

Being an entrepreneur is hard work but it’s very rewarding. If you have that fire in your belly and determination then being part of the Razzamataz franchise network is a wonderful opportunity to channel your passion into a thriving business.

● James and Esme Pennell-Tutill.

We had 54 students when we took over and today we are around the 270-280 mark. Our growth has been a real team effort and we decided right from day one that we would work collaboratively, giving every individual the opportunity to offer their input, giving us different experiences and a broad sense of perspective.

This inclusive approach has allowed us to innovate and adapt quickly to the evolving needs of our students and the market. It has also created a strong sense of community and belonging within our team, leading to loyalty and a fun working environment.

Why open in a second territory?

We have children travelling 30 minutes or more to come to Razzamataz but not every family is able to do this. We both share Razzamataz’s commitment to bring the joy of performing arts to as many young people as possible, which is why

56 Autumn, 2024 | www.franchiseworld.co.uk

we decided to open in Northumberland.

This is a much more rural area with smaller towns and there is just not the same opportunities for children compared to big cities.

So we plan on bringing the experiences to them with guest workshops and lots of chances to perform to build confidence and resilience. We are going to open a main school in Morpeth, classes for Minis and Juniors in Blyth and lots of Tots classes for little ones and their parent/guardian throughout the area.

Life after teaching There were a few reasons why I left mainstream teaching but the main one was that I couldn’t envisage my career progression. When I looked to senior staff members, there wasn’t a role that I wanted to do. I loved interacting with the kids, inspiring them to buy into a passion but this is exactly what I do at Razzamataz. It’s all the things that I

NEWS students with complex medical conditions, and we asked them which charities they would like to support.

Together, we raised £1,500, which was evenly split between their chosen causes.

By supporting charities, our name has become synonymous with community engagement and social responsibility.

This commitment not only enriches the lives of those we assist but also strengthens the bonds within our team and with the broader community.

loved about teaching but without the politics or the feeling that I wasn’t progressing like I wanted to.

What do you love about your job?

There is always something exciting coming up at Razzamataz throughout the academic year. Although there might not be the same opportunities for young people in the North East as there is in London for example, through Razzamataz, we can use our contacts to bring them and I get to do all the fun, creative stuff that I love doing.

It’s incredibly rewarding seeing the impact of the work that we do for the children and on a business level, it has given us financial freedom. I’ve now given up teaching and work entirely for the schools and also the Head Office.

Esme works with me at Razzamataz but also advises the council as an expert for children with additional needs.

Razzamataz has given us control over our own financial destiny which is a great position to be in.

Goals for the new Northumberland territory We’ve recently attended multi-territory training and that has given us clear goals for what we want to achieve. We will be bringing the same high level of performing arts training but also focus on all the additional events that go above and beyond what is expected. This can be anything from West End musical theatre workshops through to fun events for families such as the ‘Parents Do Razz’ event.

● David Hancock

We were recently approached by Newcastle Races for the children to perform at a Family Fun Day. This was fantastic in terms of PR, showcasing to the community the opportunities we provide for children. Additionally, it was an incredible experience for the students, who got to perform on a big stage, gaining confidence and a sense of achievement.

Advice to others and overcoming challenges We are not business people in the traditional sense. Coming from an arts and teaching background, what do we know about accountancy, marketing, HR or people development? But because this is a franchise, the systems, support and training is all in place so we have been able to scale much bigger and much faster than we ever thought we would.

I’m a much happier person since leaving teaching full time and becoming a Razzamataz principal. You only regret the things that you don’t do, rather than what you do. Being an entrepreneur is hard work but it’s very rewarding. If you have that fire in your belly and determination then being part of the Razzamataz franchise network is a wonderful opportunity to channel your passion into a thriving business. It offers a supportive community, lots of resources, and the chance to make a meaningful impact on the lives of young people.

Appointment at Monkey Puzzle Day Nurseries DAVID Hancock has been appointed as executive chairman of Monkey Puzzle Day Nurseries, the children’s nursery franchise. Hancock has been part of the brand’s network as a non-executive chairman since March 2024.

Hancock said he is looking forward to ‘leading the charge’ following the latest nursery openings: “I was thrilled to have joined the Monkey Puzzle family earlier this year. As I now step into the executive chairman role, I’m excited to put my 20-plus years of experience into practice as we work to enable the franchise network to grow their respective businesses and improve on the already stellar processes our brand has in place.”

Monkey Puzzle says Hancock is also looking forward to meeting with franchisees around the country in person and bolstering the brand’s reputation as the leading nursery franchise.

Hancock adds: “Monkey Puzzle nursery settings offer a fantastic learning experience for children and, while all are fitted to the highest possible standard, having the latest equipment, tech and finishes isn’t what makes a nursery successful.

Engaging with community

I have a mindset that no one else is going to make things better for you, you’ve got to take control and do those things for yourself. n

“Paramount to the reputation of our settings are the practitioners delivering uncompromising high quality and compassionate care for the children whilst a great manager leads that team and works closely with parents – that’s something I’m passionate about communicating across the board.” n

As a business, we collaborate with both national and local charities. We have two

www.razzamataz.co.uk/franchise

www.monkeypuzzlenurseryfranchise

Words to live by

www.franchiseworld.co.uk | Autumn, 2024 57

ADVICE FOR FRANCHISEES

Make sure you understand the terms of the franchise agreement

By Christine Rolland, Forensic Accountant, Henderson Loggie

T

he allure of owning a franchise can be irresistible. Imagine inheriting a blueprint for success and riding on the coat tails of an established brand. It sounds ideal. But as recent news, like the Horizon Post Office scandal, has shown, the waters of franchising are murkier than they appear.

Having been involved in various franchise disputes as a forensic accountant, I’ve observed common pitfalls that budding franchisees might face. Here’s what you need to know before signing on.

Understand exactly what you’re committing to First off, do you really know what you’re signing up for? It’s a common scenario: the franchisee’s vision of the agreement does not align with the reality of the written contract.

If you’re considering a franchise, especially in retail sectors like coffee shops, know your boundaries. Are you allowed to sell products outside of those stipulated by your franchisor, like greeting cards and gifts, or must you stick strictly to coffee and pastries?

Misunderstandings here can lead to serious conflicts. A clear grasp of what business you’re really in and what’s out of bounds can save you from significant headaches down the road.

“

Entering into a franchise agreement isn’t just about blindly accepting what’s presented to you; it’s about completely understanding the terms so that you can protect your interests and ensure business viability.

Understand your supply obligations A key element that often gets overlooked is where your products come from.

Many franchise agreements require that you source exclusively from the franchisor. Diverging from this can lead to severe penalties, a costly mistake you want to avoid.

For instance, in one engineering franchise dispute I handled, the franchisee thought they could buy certain products from third-party vendors because the ‘product list’ wasn’t finalised at the time of signing. This led to a major legal tussle.

Clarify responsibilities

“

A key element that often gets overlooked is where your products come from. Many franchise agreements require that you source exclusively from the franchisor.

Diverging from this can lead to severe penalties, a costly mistake you want to avoid.

operations within your franchise business.

Navigate pricing pitfalls When you’re stepping into a franchise, one of the crucial aspects to understand is how the franchisor sets the prices of the products they sell to you. It’s usually detailed in the franchise agreement, but the specifics can sometimes be overlooked until it’s too late. You don’t want to be stuck purchasing goods at steep markups that eat into your profits.

Clear definition of responsibilities is essential. Who is handling the accounts?

What about the IT and systems management?

Typically, franchise agreements will specify a percentage markup on goods supplied to franchisees. This is supposed to keep pricing fair and predictable.

If something goes wrong in these areas, knowing whether it’s your responsibility or the franchisor’s can mean the difference between a quick fix and a drawn-out dispute. Transparency in who is responsible for what reduces the risk of conflicts and ensures smoother

However, real-world scenarios can lead to disputes and financial strain. For example, I once dealt with a case in the fast food sector where both the franchisor and franchisee were relatively green in franchise management.They had an agreement in place that capped the markup on goods sold to the franchisee, but a major issue arose: the franchisor had only a vague idea of the actual costs of the products.

Franchising can offer incredible opportunities, but it also comes with its fair share of challenges. By understanding your terms entirely, staying informed about your responsibilities, planning exit strategies, and leveraging the experiences of fellow franchisees, you can establish a strong foundation for a successful business.

58 Autumn, 2024 | www.franchiseworld.co.uk

This lack of detailed costings led to allegations of exorbitant pricing. We had to spend significant resources –sifting through boxes of invoices and manually

“

What are the financial repercussions of terminating your contract early? Often, you might have to not only pay the remaining franchise fees but also compensate the franchisor for lost profits. Knowing the terms for early termination – how penalties are calculated and over what time period – can help you assess the risk and plan accordingly.

pricing out handwritten recipes – to prove that the markups were within agreed limits.

This not only demonstrated the importance of having detailed cost breakdowns from the get-go but also highlighted how critical it is for you, as a franchisee, to ensure such details are iron-clad before signing the agreement.

Plan your exit Finally, what if things don’t work out?

Understanding your escape routes are crucial. Exiting a franchise agreement can be as complex as entering one.

What are the financial repercussions of terminating your contract early?

Often, you might have to not only pay the remaining franchise fees but also compensate the franchisor for lost profits.

Knowing the terms for early termination – how penalties are calculated and over what time period – can help you assess the risk and plan accordingly.

In summary Franchising can offer incredible opportunities, but it also comes with its fair share of challenges. By understanding your terms entirely, staying informed about your responsibilities, planning exit strategies, and leveraging the experiences of fellow franchisees, you can establish a strong foundation for a successful business.

Being well-informed and prepared can make all the difference in turning your franchising venture from a potential headache into a profitable, enjoyable business. n

christine.rolland@hlca.co.uk www.hlca.co.uk

NEWS

“

The performance of the initial four Chopstix sites has given us real impetus to explore further openings with the brand in the future.

Chopstix opens two new sites with Haven holiday parks

C

hopstix has further strengthened its franchise partnership with Haven, the UK operator of 41 holiday parks, with the rollout of two new modular sites at Devon Cliffs, Exmouth, Devon and Hafan y Môr, Gwynedd, Wales.

The two new outlets follow the launch earlier in the year of the first Chopstix sit-in restaurant with the holiday park operator at Thornwick Bay, Yorkshire.

Chopstix, a Pan-Asian inspired quick service restaurant (QSR) brand, also operates modular units with Haven at Craig Tara, Scotland; Haggerston Castle, Northumberland and Presthaven, Wales; bringing the total number of sites with Haven to six.

Haven holiday park guests will be able to enjoy Chopstix favourites, including Teriyaki Beef and Caramel Drizzle Chicken, as well as sides ranging from Spring Rolls to Chicken Balls, Prawn Crackers, and Salt ‘n’ Pepper Potatoes.

Sam Elia, co-founder and director at Chopstix, said: “We’re thrilled to be opening our fifth and sixth restaurants with Haven. The four existing sites in the Haven portfolio have all delivered excellent returns, so I have no doubt the franchisee will have great success with these two new modular units.”

Peter Blake, chief operating officer at Haven, said: “We’re excited to launch Chopstix in Devon Cliffs and Hafan y Môr. The fantastic Pan-Asian dishes from Chopstix complement our existing food and beverage offer perfectly, which we have successfully diversified and grown over the years.

“Guest feedback where we have already launched with Chopstix has been highly positive. The performance of the initial four Chopstix sites has given us real impetus to explore further openings with the brand in the future.”

‘Expansion through franchise sites has been decisive to growth’ Chopstix said expansion through franchise sites has been decisive in driving the brand’s growth trajectory, having secured multiple high-profile franchise agreements with established food and beverage operators over the past three years.

The Chopstix Group comprising Chopstix Noodle Bar, Yangtze and Chozen has over 150 sites across the UK and Ireland, and has set its sights on becoming the largest Pan-Asian-inspired QSR on the continent reaching 300 sites by 2027. n

www.chopstixnoodles.co.uk

www.franchiseworld.co.uk | Autumn, 2024 59

NEWS

Pip Wilkins celebrates 25 years at the BFA

P

ip Wilkins, chief executive of the BFA (British Franchise Association), is celebrating her 25th anniversary working for the association having joined in 1999 as a business services assistant.

Wilkins (44) joined the BFA at the age of 19 working very much behind the scenes of the association with member data and event administration. For the next 25 years she worked her way up through every role from events to client services, business development to operations until securing the role as BFA chief executive in 2016 aged 37.

Reflecting on her 25 years at the association, Wilkins says she is most proud of making the BFA a more modern, inclusive and diverse place for staff, members, advisors and suppliers: “Since taking on the role as CEO the association has reported year on year increased engagement across its portfolio of services, pointing to a more connected community that is keen to continue evolving, learning and growing together.

“It’s funny to look back on what the association was 25 years ago. When I first started, we had a post room, and a key part of my role was making and posting out vast prospect and member packs. Everything was fax machines and snail mail.

“I take immense pride in the way the association has developed over the years.

Gone are the days where our events only attracted the founder of the business

“

“

The future for the BFA and the UK franchise sector is looking brighter than ever, and I look forward to leading and supporting it through our next level of growth and innovation.

with just a handful of women in the room, all our events are now vibrant, fun and welcoming to anyone and everyone in franchising, regardless of title or status.

“It has taken a lot of hard work to bring about a culture change at the BFA, to shake the ‘elitist club’ status and to make us a more inclusive place for all.”

Encouraging Women In Business A key indicator of Wilkins’ success said the association was the annual EWIB (Encouraging Women In Business) event. As an especially passionate advocate for women in business, she led the way in creating a space for women to come together, to connect and ultimately, to feel safe to be their authentic selves.

The BFA adds that Wilkins intention was always for EWIB to be an event like no other. One which doesn’t just enhance professional lives but goes one step further by impacting the various aspects of being a businesswoman in today’s world. Last year’s event celebrated an extraordinary decade of EWIB with 198 women attendees.

It has taken a lot of hard work to bring about a culture change at the BFA, to shake the ‘elitist club’ status and to make us a more inclusive place for all.

60 Autumn, 2024 | www.franchiseworld.co.uk

Wilkins says she is so proud of EWIB and the role it has played in growing the BFA and effecting change: “EWIB is the most uplifting and powerful of events.

To see the women network, laugh and sometimes tell deeply personal stories, is a truly amazing feeling and one I am very proud to have been part of.”

‘More education and promotion’ Looking ahead, Wilkins says her direction for the future of the BFA is simple: “More education and promotion.

Franchising still needs to be recognised on a wider scale, both at an educational and business level, and we are working hard to spread the word through increased PR and marketing activities.

“The education of the next generation is also high on our agenda, and I am delighted to confirm we are in final stage talks with a leading university, to bring franchising into the academic world.

“Finally, as ever, we are listening to our members and acting on their wants and needs. Our recent member survey has provided some key areas of development and if the last 25 years have taught me anything, it is that with a strong team and engaged membership behind us, we can accomplish anything.

“The future for the BFA and the UK franchise sector is looking brighter than ever, and I look forward to leading and supporting it through our next level of growth and innovation,” concludes Wilkins. n

www.thebfa.org

ADVICE FOR FRANCHISORS

Planning and managing your operations manual to achieve success

By Penny Hopkinson, Founder, Manual Writers International

C

reating an operations manual is like baking a cake. Just as a cake requires the right ingredients, measured and prepared with precision, your operations manual demands careful planning, the correct information, and a well-organised team to ensure it turns out perfectly. Each element of the manual is a crucial ingredient, and how you mix them will determine the final product’s success.

Gathering ingredients: the planning phase Before you even preheat the oven, you need to gather your ingredients. This is the information, guidelines, procedures, and best practices that will form the foundation of your operations manual.

Much like obtaining the finest flour, sugar, and eggs, ensuring that the information you collect is accurate, relevant, and reflective of your franchise’s core values and operational excellence is crucial. Missing a key ingredient can lead to a recipe disaster; similarly, lacking vital information can impede the progress of your manual, leaving franchisees confused and unprepared.

Research and documentation

recipe. Your manual should cater to a diverse audience, including new franchisees, seasoned operators, with multi-generational teams. Just as a recipe might include tips for beginners and advanced techniques for experienced bakers, your manual should offer clear instructions for novices while providing depth for those with more experience.

Aligning the type of content with the age profile of your audience is crucial.

If the average age of your franchisees is under 40, consider incorporating a mix of 20% text and 80% visual content.

Younger audiences tend to prefer visually engaging materials that are quick to digest. Therefore, incorporating infographics, videos, QR codes and interactive elements can make the manual more accessible and appealing to this demographic, ensuring they stay engaged and retain the information better.

guides the reader through the process smoothly, ensuring they don’t miss a beat. Planning might involve breaking down complex processes into easy-tofollow steps, using videos, diagrams or flowcharts where necessary, and including examples to illustrate key points.

The baking process: execution and teamwork Once you’ve gathered all your ingredients and have your recipe in hand, it’s time to start mixing. This is where execution and teamwork come into play.

Just as a baker needs the right tools and assistants to mix, bake, and decorate a cake, you need a team with the right skills to contribute to your operations manual. Each team member brings something essential to the mix, whether it’s expertise, experience, or insight, and their collaboration is vital in creating a manual that rises to the occasion.

Organising the content

Assigning roles

The structure of your manual is like the recipe’s instructions. Planning out the sections carefully is essential, deciding which steps to take first, what to include, and in what order. A well-organised manual is like a well-written recipe: it

In a bakery, everyone has a role with the head chef overseeing the operation or the assistant ensuring all ingredients are prepped and ready. Similarly, when creating your operations manual, it’s essential to assign roles. The project

Start by conducting thorough research and documentation. As a baker sources the best ingredients, you need insights from every corner of your business.

Interview key stakeholders, observe day-to-day operations, and collect data on what makes your franchise unique.

This step ensures that your operations manual isn’t a generic guide but a comprehensive resource that truly represents your brand.

Hopkinson, in 1989, was invited to join the British Franchise Association (BFA) as an Affiliate Professional Advisor to set an operations manual ‘gold’ standard for members, and in 2011, she was appointed a Companion of the BFA in recognition of her outstanding contribution to the development of franchising in the UK.

Understanding the audience

manualw@aol.com www.manual-writers.com

About the author Penny Hopkinson is the founder of Manual Writers International and the author of Manual Magic: Create the Operations Manual Your Franchisees Need to Succeed. The book is available in Kindle and paperback formats on Amazon.

Consider who will be ‘baking’ with your

www.franchiseworld.co.uk | Autumn, 2024 61

ADVICE FOR FRANCHISORS

“

A well-organised manual guides the reader through the process smoothly, ensuring they don’t miss a beat. Planning might involve breaking down complex processes into easy-to-follow steps, using videos, diagrams or flowcharts where necessary, and including examples to illustrate key points

coordinator is the head chef, ensuring every process step is followed meticulously. They must be organised, systematic, and proactive, guiding their team through each stage like a chef overseeing a busy kitchen. They ensure that all content is thoroughly vetted, and the manual is completed on time and within budget.

Collaboration and input Much like the collaborative effort required in a bakery, where each team member contributes to creating the final product, creating an operations manual involves input from various stakeholders.

Franchisees, managers, and subject matter experts all have valuable insights that can enhance the manual. Regular meetings, brainstorming sessions, and review periods ensure everyone’s voice is heard, and the manual reflects a comprehensive view of the business.

Creating a knowledge-sharing environment To bake the best cake, everyone in the kitchen must work together, learning from one another and sharing their knowledge. Similarly, creating a true knowledge-sharing environment within your team is essential. Encourage open communication, where team members feel comfortable sharing ideas, asking questions, and providing feedback.

This collaborative atmosphere improves the quality of the operations manual and fosters growth and learning among your team members. When individuals are empowered to contribute and learn from each other, the entire team grows more substantial, much like how a well-prepared baking team produces consistently excellent results.

Iterative review process Just as a baker might taste the batter before baking or adjust the oven temperature during the baking process, your operations manual will go through several drafts for review and refinement.

This iterative process helps catch errors,

clarify ambiguous instructions, and improve the overall quality of the manual. Encourage your team to provide constructive feedback and be open to making changes to benefit the end user.

Overcoming challenges: adjusting the recipe

factors like humidity can affect the outcome, external factors such as market changes or shifts in franchise strategy may require you to adapt the content or structure of your manual. Stay informed of these changes and be prepared to make necessary adjustments. Flexibility in your approach will ensure that the manual remains relevant and valuable, regardless of external pressures.

Tasting the cake: engaging franchisees

Even the best-planned baking sessions can encounter unexpected challenges – perhaps the oven temperature is off, or an ingredient behaves unpredictably.

Similarly, creating an operations manual often involves overcoming unforeseen obstacles, such as gathering input from a diverse team, managing tight deadlines, or navigating conflicting opinions on best practices.

Involving franchisees early in the process, like inviting taste testers to sample your cake, is critical. Their feedback helps refine the final product, ensuring the manual meets their needs and expectations. Conducting surveys or pilot testing the manual with a small group of franchisees is like adjusting the sweetness or texture of the cake based on initial reactions. These adjustments are vital for creating a final product that everyone will enjoy.

Managing deadlines

Pilot testing

In baking, timing is everything. An overbaked cake can be dry and unappetising while underbaking leaves it raw and unpalatable. Similarly, sticking to deadlines is crucial in developing your operations manual. However, flexibility is also essential. Just as a baker might adjust the baking time based on how the cake is rising, you may need to change your timelines if unexpected challenges arise. Building in buffer time and conducting regular check-ins can help keep the project on track.

Before rolling out the manual to all franchisees, conduct a pilot test with a small, diverse group. This allows you to gather feedback on usability, clarity, and effectiveness. This phase helps you identify any issues before the full launch.

The feedback from pilot testing can be invaluable, providing insights you might not have considered during the initial drafting phase.

Dealing with conflicts Sometimes, a recipe must be adjusted because ingredients don’t behave as expected. In your project, disputes may arise among team members, particularly when they have differing opinions on the best approach. Handling these conflicts is like balancing flavours – too much of one can overpower the others.

Facilitate open communication, mediate discussions when necessary, and focus on the ultimate goal: creating a manual that serves the needs of the franchise so that the business system is faithfully replicated across the network.

Adapting to changes As in baking, where environmental

62 Autumn, 2024 | www.franchiseworld.co.uk

Incorporating feedback Actively incorporate the feedback you receive from your franchisees, and don’t hesitate to make changes where necessary. Whether clarifying a procedure, adding more detailed instructions, or including additional resources, these adjustments will help ensure that the manual is as practical as possible.

Building a feedback loop Engagement doesn’t end after completing the manual. Establish a feedback loop where franchisees can continuously provide input as they use the manual. This ongoing dialogue helps keep the manual up-to-date and responsive to the needs of the franchise network. It’s like tweaking a recipe over time to achieve perfection – each round helping you improve the final product.

NEWS

Frosting and final touches: the framework and launch As any baker knows, the final touches make all the difference. The framework of your operations manual is the basic structure, but the frosting – how you present and deliver the manual – must be just as carefully considered. This includes formatting, design, and deciding whether the manual will be printed, digital, or both. Launching your manual should be as celebratory as presenting a beautifully decorated cake at a birthday party.

Design and usability The design of your manual should be attractive, easy to navigate, and userfriendly. Consider the layout, typography, and colour schemes to ensure that the manual is functional and engaging. Include visual aids like charts, diagrams, and images to break up the text and make complex information more digestible. Include bite-sized video instructions created by your franchise teams for the network. Just as a beautifully decorated cake is more appealing, a well-designed knowledgesharing environment will be more inviting for franchisees to use.

Launch strategy Just as you wouldn’t unveil a cake without careful preparation, launching your operations manual requires a wellthought-out strategy. Plan a launch event that emphasises the importance of the manual and provides an opportunity for franchisees to ask questions and provide immediate feedback. This could be done through a live presentation at a conference, or a series of regional meetings. The goal is to ensure that franchisees understand the value of the manual and are motivated to use it effectively in their operations.

Ongoing support and updates Your work isn’t done after the launch.

Like a cake that needs to be stored properly to maintain its freshness, your operations manual requires ongoing support and regular updates. Establish

a system for continuous improvement where new insights, changes in business practices, or updates in technology are promptly reflected in the manual. This keeps the content relevant and valuable for all franchisees, ensuring that your ‘cake’ remains fresh and satisfying.

Continuous improvement: refining the recipe A cake recipe can always be improved upon, and so can your knowledgesharing environment. After the initial launch, continue to gather feedback and make real-time updates. This ensures that your manual remains a dynamic, useful resource that evolves alongside your franchise. Encourage franchisees to share their experiences and suggestions for improvements. This ongoing feedback loop is essential for keeping the manual current and effective, much like adjusting a recipe over time to achieve the perfect balance of flavours.

Evaluation and feedback After the initial rollout, conduct an evaluation to assess what worked well and what could be improved. Gather insights from both your team and the franchisees. Did the manual address their needs? Were there any sections that were unclear or difficult to navigate? Use this feedback to make necessary adjustments and to plan for future updates.

Incorporating technology As the business landscape evolves, so too should your operations manual.

Consider integrating digital tools that make it easier for franchisees to access, search, and interact with the content. For example, a dynamic knowledge-sharing platform, suitable for large networks can greatly enhance usability, especially for younger franchisees.

Maintaining engagement Finally, keep franchisees engaged with the manual by periodically revisiting its content in training sessions, webinars, or franchise meetings. Just as a baker might host a tasting event to introduce new cake flavours, you can use these opportunities to highlight new sections or updates to the manual. This reinforces the manual’s importance and encourages franchisees to use it as a living document that grows and evolves with the franchise. n

Snap Fitness gym opens with record membership SNAP FITNESS reports a recordbreaking presale membership for its gym in the seaside town of Whitstable, Kent, which has opened with more members than any previous UK location.

The gym (above) is the fifth location for franchisee Kunal Patel.

Spread across three floors, the gym has transformed an unused radio studio building that had been left vacant for over five years. With state-of-the-art equipment, as well as two studios, the gym also has a dedicated recovery area and treatment rooms.

Snap Fitness, owned by Lift Brands, says it has a pipeline of gym’s scheduled to open before the end of 2024.

Kevin Yates, chief executive of Lift Brands EMEA, said: “I’m incredibly proud of the team and our franchise partners. Franchising is all about teamwork and it’s really rewarding for us to see the sustained demand for Snap Fitness gyms and that our model is delivering great results for our network.

“It’s an exciting time for us to shortly be opening our 100th location across the UK & Ireland and seeing a healthy balance of new franchisees investing in Snap Fitness and existing partners growing their portfolio.”

Membership to Snap Fitness includes round-the-clock access, instructor-led and virtual group exercise classes, a member smartphone app and reciprocal access to over 1,000 Snap Fitness locations across the world. n

www.snapfitness.com/franchise

www.franchiseworld.co.uk | Autumn, 2024 63

FRANCHISE MARKETING MADE EASY

SOCIALS

PPC

SEO

GET ENGAGEMENT. GET CLICKS. GET SEEN. Mayfly Internet Marketing is the go-to digital marketing agency for franchises.

If you’re looking to grow your franchisee network, dominate your local & national Google searches, and convert more traffic into customers, then let’s have a chat.

COMPANIES WHO TRUST MAYFLY:

Book a free consultation.

Grow your franchise today with Mayfly Internet Marketing 0151 254 1727 MAY-FLY.CO.UK

NEWS

The TaxAssist Direct Group makes first strategic £2m practice acquisition T

axAssist Direct Acquisitions, a fully-owned subsidiary of The TaxAssist Direct Group (the Group), reports a milestone £2m purchase by acquiring a major stake in the largest franchisee in its accountancy practice network.

Daren Moore FCCA, chief executive officer of the Group, said: “I am pleased to announce the successful completion of the first of our planned acquisitions for 2024, with The TaxAssist Direct Group taking a majority stake in Mike and Penny Melling’s TaxAssist Accountants franchise business.

“Mike and Penny’s accounting practice has been built and operated very effectively over the past 12 years and clearly met the key criteria we set when looking at acquisition and resale opportunities.

“This purchase marks a significant milestone in the delivery of our ambitious Strategic Plan. The acquisition will immediately boost the profitability of the Group and provide us with access to a well-run accounting practice.

“This will create substantial economies of scale and will allow us to cross sell and upsell services at a local level, capitalising on the opportunities provided by payroll, tax consulting and financial planning by TaxAssist.

“The acquisition will also support our ongoing development and improvement

“

The TaxAssist Direct Group has a unique ownership structure among the franchise sector, with circa 60 per cent owned by franchisees. New franchisees, if they choose, have the opportunity to become a shareholder in the Group.

● Directors of The TaxAssist Direct Group (from left): James Mattam, business development director; Sarah Robertson, director and UK managing director; Daren Moore, chief executive officer; and Mike Melling, chief operating officer.

of the services we provide to our franchisees creating the opportunity to develop and test ideas, refine processes and continue to build our ‘TaxAssist Practice Engine’ model in a live practice environment which can then be shared with our networks.

“This year is proving to be a very busy year. We began with the launch of our new group branding, which has received a hugely positive response from our network and their customers. We have followed up with a key acquisition which will create future opportunities for shareholders and franchisees alike.

These are important elements of our longer-term strategic plan and we look forward to announcing further exciting news.”

This acquisition now sees the Group operate three franchise territories – Harpenden, St Albans and Radlett; Beaconsfield, High Wycombe and Potters Bar; Welwyn Garden City and Hatfield. Mike Melling, while no longer

a TaxAssist Accountants franchisee, will continue to oversee these operations through his role as chief operating officer on the Group board.

The Group adds that it has a unique ownership structure among the franchise sector, with circa 60 per cent owned by franchisees. New franchisees operate their own local business as part of the TaxAssist Accountants network, and if they choose, have the opportunity to become a shareholder in the Group. n

www.taxassistfranchise.co.uk

www.franchiseworld.co.uk | Autumn, 2024 65

ADVICE FOR FRANCHISORS

Data is key to successful franchise marketing

D

By James Lavender, Content Writer, Mayfly Internet Marketing

igital marketing is a powerful tool for franchise businesses. It enables you to reach potential customers wherever they are and deliver compelling messages about your product or service. It lets you combine the power of your national brand with a more tailored approach for local communities.

And it can even attract new franchisees to your network, helping you to grow your business in new locations.

But that doesn’t mean digital marketing is an automatic win for franchises. With the digital world evolving at an everfaster pace and the fight for customer attention becoming fiercer by the day, only well-targeted marketing strategies will show the results you’re looking for.

If you want to successfully navigate this complex and often disorientating digital landscape, you can’t rely on your intuition – you need data. With the numbers to back up your decisions, you can be confident your digital marketing efforts will hit the mark.

In this article, I’ll look at the power of a data-driven approach to franchise marketing, and offer a four-step strategy for getting started.

Harness the power of data in franchise marketing It’s become common to compare data to a natural resource. Data is the new oil, they say – or the new gold, perhaps.

Either way, the message is clear: data is enormously valuable for your business – not least because it can help you build a powerful and effective marketing strategy.

By putting data at the heart of your marketing, you can go beyond relying on industry “best practices” or emulating your competitors. Instead, your marketing efforts will be justified by one thing above all: clear, quantifiable

results. By drawing on everything from sales and customer data to website analytics and social media engagement metrics, you can gain a deeper understanding of your audience’s preferences and deliver highly targeted campaigns.

Adopting a data-driven approach to marketing is not a simple step, however.

And that’s because, unlike gold or oil, data is far from a scarce resource. In fact, most franchise businesses are accumulating an ever-growing quantity of data about their customers at both a national and local level. And while this surfeit of data has enormous potential to help you refine your marketing strategy, the sheer volume can be overwhelming.

So, how do you turn this abundant raw material into something of real value for your franchise marketing?

Data-driven marketing: A guide to getting started 1 Build your customer profile As a franchisor, you’ll no doubt already have a strong sense of who your customers are and what they’re looking for. But if you want to build your marketing strategy on a firm foundation of data, you need more than a general description or a broad outline of the kind of person you sell to – you need to quantify your customers.

“

With the digital world evolving at an ever-faster pace and the fight for customer attention becoming fiercer by the day, only well-targeted marketing strategies will show the results you’re looking for.

To achieve this, you’ll want to gather as much customer data as possible from across your network, drawing on everything from your Customer Relationship Management (CRM) or Point of Sale (POS) systems to your website and social media analytics.

Focus on combining demographic information (age, gender, location) and purchasing histories with data on how customers interact with your brand across various touchpoints. Reviews or survey data can also be a great way to learn more about what your customer’s value.

With this treasure trove of data in hand, you’ll be able to build a comprehensive customer profile that can help you target your marketing activities effectively.

And that begins with deciding which marketing activities to focus on.

2 Define your channel mix There are now a huge number of different ways you can reach your customers online. You can send them emails or buy ads on Google. You can

About the author James Lavender is a Content Writer at Mayfly Internet Marketing. He has worked as an editor and copywriter for more than a decade, supporting a diverse range of businesses to build their brands and showcase their services.

At Mayfly, Lavender is responsible for writing everything from optimised product descriptions and blog posts to service pages and case studies. He holds a PhD in Cultural Studies from the University of Leeds and an MA in Creative Writing from Manchester Metropolitan University.

james.lavender@may-fly.co.uk www.may-fly.co.uk

66 Autumn, 2024 | www.franchiseworld.co.uk

“

If brand awareness is paramount, impressions and reach on social media might be your focus. If lead generation is the priority, track the number of enquiries or form submissions generated through various channels. For sales-focused campaigns, monitor conversion rates, average order value, and customer acquisition cost.

post on Facebook, TikTok, Instagram, or X. You can publish blogs on your website to attract search traffic or add location pages to boost your regional recognition.

The problem is that doing all these things, and doing them well, is far from simple – especially if you’re trying to coordinate national and local efforts.

Spreading your attention – and your marketing budget – too thin can easily result in subpar results across every channel. But by the same token, putting all your eggs in one basket can be just as risky.

With your customer profile in hand, you can start to focus on the most impactful channels. Partly, this can come from demographics – if your customers tend to be in the 50 plus age group, it’s probably better to focus on Facebook rather than TikTok. But your channel mix should also be informed by how your customers behave and interact with your brand. Track which channels are already driving traffic to your website or franchise locations. Utilise any existing customer feedback to uncover their preferred communication channels. And of course, make sure you encourage franchisees to share any insights from their local efforts.

Taken together, this data will guide you towards the platforms where your efforts will be most fruitful.

3 Identify your key metrics Once you’ve defined your customer profile and honed in on the right

channels, it’s time to establish how you’ll measure success. This involves identifying key performance indicators (KPIs) that reflect your overarching business goals. Are you aiming for increased brand awareness? More website visitors? Higher lead generation or sales conversions?

Different goals demand different metrics. If brand awareness is paramount, impressions and reach on social media might be your focus. If lead generation is the priority, track the number of enquiries or form submissions generated through various channels.

For sales-focused campaigns, monitor conversion rates, average order value, and customer acquisition cost.

It’s also important to track metrics that show the impact of a given channel at both a national and a local level.

For example, if you’re investing in email marketing, you'll want to track open rates, click-through rates, and conversions attributed to email campaigns. Similarly, for social media, monitor engagement metrics like likes, shares, and comments, as well as traffic and conversions driven from those platforms.

By tracking channel-level metrics, you can see not just if your marketing efforts are working, but how and why they’re working. And this will be essential when we move on to the final step.

4 Iterate, iterate, iterate This is the most important step – the one that truly turns your marketing efforts into a data-driven powerhouse.

To iterate is to repeat. It means going back to the beginning of a process and starting again – but it doesn’t mean starting from scratch. Instead, you feed the outcome of the process back into the first step, improving and refining your approach as you go.

For data-driven marketing, this involves taking the data you’ve generated by monitoring your key metrics and looping this back into the previous steps. For example, if your social media engagement metrics are low, revisit your customer profile to see if you’re targeting the right demographics or interests on those platforms. Perhaps a shift in messaging or creative style is needed.

Similarly, if certain channels consistently underperform against your KPIs, it might be time to adjust your channel mix, reallocating resources to more effective platforms. Maybe a previously untapped channel is suddenly showing promise, warranting further exploration and investment.

This iterative approach should apply to your overall strategy, too. Analysing your data might reveal unexpected customer behaviour patterns or emerging trends.

This could prompt a reevaluation of your target audience, value proposition, or even your core marketing message.

Investing in the future with data-driven marketing Ultimately, data-driven marketing is about constantly learning and adapting.

It’s a cyclical process where the outcomes of one campaign inform the decisions made in the next.

By embracing this mindset of continuous data-driven improvement, you’ll ensure that your marketing efforts stay relevant, effective, and aligned with the everchanging needs of your customers and the market.

I won’t deny that adopting a data-driven approach to marketing will require a long-term effort. But the results can be truly transformative for your franchise, allowing you to reach the right people, at the right time, with the right message. n

www.may-fly.co.uk

www.franchiseworld.co.uk | Autumn, 2024 67

NEW TO FRANCHISING?

Q&A to put you on the right track to buying a franchise

By Nick Riding, Editor, Franchise World magazine

T

his Q&A seeks to address the fundamental issues of businessformat franchising for the beginner.

Q What is business-format franchising?

It is simply a system for marketing goods/services that is not unlike licences, dealerships or concessions.

The franchisor sells you, the franchisee, the rights to set-up your own local outlet, or cluster of outlets, to market the company’s goods/services.

Q Would the company not be better off owning its own outlets?

Yes, in terms of operating profits, but it would have to find the money to set them up, whereas it is the franchisee who funds the outlets, usually through bank loans.

The other big advantage to the franchisor is that it can expect that, as you have invested your own money, you will be more motivated and committed over the long-term to make the business successful than an employee.

Q What is it going to cost me?

This, of course, depends on the franchise. A business that you can run from home, for example, will obviously cost a lot less to set-up than one that needs premises, particularly in the high street.

You pay an initial fee to cover your training, and the rights to use the brand and the business system for the period of the franchise contract.

Also you will pay regular ongoing fees, a fixed fee, or based on a percentage of your turnover, or a mark-up on the goods that you are obliged to buy from your franchisor. There may also be an advertising/marketing levy, again based on a fixed fee or turnover.

Q Will the initial fee be higher for the larger, ‘better known’ franchises?

Not necessarily. The franchisor shouldn’t be setting out to make a profit from the initial fee, but from the ongoing fees.

This is one of the important principles of the franchise system because it creates the incentive for the franchisor to help you build your business and continue to develop it. Putting it simply, in order for the franchisor to succeed, you must first succeed.

Q What is likely to be the scale of my profits?

This will depend on the franchise you choose, the territory or location you buy, and particularly how hard you are willing to work.

The latter is critical. Franchising is not about investing money, sitting back and spending the profits. Launching and developing a new business, even with the back-up of a competent franchisor, is hard work.

Franchisors are seldom looking for what are known as ‘absentee investors’. They need hard-working, fully-committed franchisees.

The question can best be answered by looking at the franchisor’s projections for the business and asking current franchisees whether they found them to be realistic.

If the figures are impressive and you are prepared to work equally as hard as the franchisees you have met, you should be able to look forward to similar profits. After all, you will have had the same training and help that they did so on that basis, given your location offers similar potential to theirs, whether you succeed or not at the end of the day is down to you.

68 Autumn, 2024 | www.franchiseworld.co.uk

Q Would it be better for me to go it alone and start a business without having regular fees to pay?

You would miss the many benefits of being a franchisee, such as training, the use of the franchisor’s proven business system and branded, marketing and ongoing development.

You would also face much less risk than you would if you were starting out on your own, particularly in a type of business in which you had no knowledge or experience.

With a franchise you have all the help you need to set-up your own outlet of a business in which success has been demonstrated by its existing franchisees.

Speak to them, and ask their opinion of aspects such as the standard of their initial training, the accuracy of the franchisor’s financial forecasts (income, outgoings, etc.) and the level of ongoing support they receive.

Q Which franchise should I buy?

This is the big question only you can answer. It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance.

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor’s ‘rules’.

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor’s system.

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true?

No, it’s misleading. It is the franchisor who is the franchise owner.

Certainly, the franchisee owns his business, but it is only able to trade in a particular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a further term.

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation.

This issue was made clear by one of the UK’s earliest and successful franchisors who preferred to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessformat for a contracted period.

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging?

This question is often overlooked.

Some franchisees are, of course, more ambitious than others. There are those who are looking mainly for a comfortable work/life balance, rather than making large profits.

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets.

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites. Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business. You suit them, and they suit you. Also financing extra units is easier as it can come from the profits of the earlier outlets.

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system.

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further. He has reached his ambition and is happy with his work/life balance.

This causes two problems for the franchisor. Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover.

Secondly, it gives competitors the opportunity to capture a greater share of the market.

This situation is not easy for the franchisor to overcome. It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥

www.franchiseworld.co.uk | Autumn, 2024 69

NEW TO FRANCHISING?

NEWS

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow.

Revive! signs five-year deal with Assurant

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

“This ground-breaking deal will see Assurant customers gain valuable protection for their vehicles in the event of a minor scrape. Revive!’s expert technicians will be on hand to return their vehicle to pristine condition. With state-of-the-art equipment, our technicians will provide industry leading customer satisfaction levels setting both Revive! and Assurant ahead of the rest of the market.”

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain.

The franchisor’s refusal to make changes is an indication of the strength of its system. Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees. One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you. It should set out in detail what the franchisor is going to do for you and what you will have to do in return. All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted. A franchisee just can’t take the sign down and continue trading as before but under a different name.

After all, it provided your training and its business system. It wouldn’t like you to become a competitor and will, therefore, want to resell your territory to a new franchisee. n

Q

If you have a question, email info@franchiseworld.co.uk

R

● Mark Llewellyn

evive! Auto Innovations, the SMART vehicle repair franchise, reports that it has signed a new exclusive five-year deal with Assurant, the motor warranty products provider. The agreement will see Revive! offer cosmetic car repairs to more than 3,000 UK dealers who retail motor warranty products from Assurant.

The arrangement for products covering bodywork scratches and dents, and alloy wheel damage, will be made through Assurant partner channels including motor manufacturers, franchised dealers and independent retailers, as well as in conjunction with RAC branded warranty and aftersales products.

Revive! says the partnership has been made in response to increasing demand for cosmetic car repairs from dealers and motorists, and comes in the wake of the company reporting record financial results.

Mark Llewellyn, managing director at Revive! said: “This is an exciting new development for Revive! Assurant are a genuine powerhouse in the insurance sector with a strong presence in the UK motor sector.

70 Autumn, 2024 | www.franchiseworld.co.uk

Revive!, with 50 franchisees in its UK network, has plans to recruit 180 new technicians and grow annual sales to £40m by 2028. The company adds that it has experienced substantial growth in the last 12-months with 32% growth in retail sales, 27% in dealership sales and 21% in national accounts.

Sean Kent (left), director of Automotive Europe at Assurant, commented: “We know from our dealers that they are seeing increased demand for cosmetic car products of this kind. There are several trends powering this but probably the most significant is that in the wake of the pandemic, most people are driving older cars and are willing to invest in keeping them looking good.

“This increase in consumer interest has very much been the driving force behind our new deal with Revive!. We spent a significant period of time looking for the right partner in this area and are impressed with everything they are able to offer, from products to technical ability and service standards to geographical coverage.

“The new deal places us in an excellent position to drive forward sales in this area, especially at the point of sale, meeting the needs of motorists while providing our dealers with an improved revenue stream. It’s an exciting development.” n

www.revivefranchise.com

Discover Your Tomorrow Here at the BFA we believe there’s nothing quite like franchising to make business ambitions happen.

We’ve been here for over 40 years supporting and educating franchisors and franchisees at every level of their development, from newcomers to household names, setting the highest ethical standards to make sure everyone is treated fairly.

Franchisors Membership isn’t just a badge, it’s a conscious decision to operate to UK franchising standards and access a wealth of trusted know how for your ongoing development.

Franchisees Franchisee membership is FREE to BFA accredited brands. Access a platform of peer to peer networking, business support and promotional opportunities.

Advisor Become an active in uencer in the delivery of high standards and protection of the industry.

Get in touch today! Visit our website www.thebfa.org, or email mailroom@thebfa.org for more information.

Recognition & Representation

Exposure & Promotion

Community Support

Education & Training

TheNational FranchiseExhibition

4 & 5 October 2024 | NEC, Birmingham

TheBritish&International FranchiseExhibition

31 January & 1 February 2025 | Olympia London