Franchise World magazine | Autumn 2026 by Franchise World magazine

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

Autumn | 2026

FranchiseWorld Covering franchising since 1978

Why BFA membership does matter: The case for ethical franchising in the UK A beginners guide to understanding the British Franchise Association’s role in upholding the standards of ethical franchising, its membership criteria and benefits, and its commitment to education, training and ongoing support. Warrens Bakery

Multi-unit franchisee continues petrol forecourt expansion of the bakery brand.

Revive!

Mobile SMART repair franchise to accelerate growth with a £16.3m majority investment.

Gordon Drakes

Franchise fallout: When commercial disappointment is not misrepresentation.

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)

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Footy Nation kicks off expansion to capitalise on ‘competitive socialising’ Describing the concept as “crazy golf but football”, Footy Nation is franchising its indoor football skills park, as consumers seek out experiences and destinations that combine entertainment, social interaction, technology and immersive activities.

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CONTENTS... Warrens Bakery multi-unit franchisee continues expansion

The Cornish bakery brand continues to expand into petrol forecourts with the opening of a store in the Texaco garage in Malmesbury, Wiltshire, by its multi-unit franchisee SGN Retail.

Six Figured Females franchise model for networking reach The networking community created especially for ambitious businesswomen, has launched its franchise model to expand reach and grow membership across the UK.

Redundancy offered a chance to start my own business

Tom Trethewey, a former broadband engineer, has launched his oven valeting business, Ovenu Tilehurst, after a routine clean of his own cooker inspired an unexpected career change.

Revive! to accelerate growth with Mobeus investment Revive! Auto Innovations, a mobile SMART vehicle repair network, has announced a major milestone in its growth journey by securing a £16.3m majority investment from Mobeus Equity Partners.

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KFC franchisee set to double its UK & Ireland estate

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KFC UK & Ireland and a multi-unit franchisee, FPG Foods (FPG), have announced a new agreement to accelerate FPG’s growth ambitions in the UK and Ireland fried chicken market.

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YO! accelerates expansion with Tesco kiosk openings

YO! is continuing its UK expansion with nine new Tesco kiosks following record-breaking sales across its supermarket estate, creating new franchise opportunities for entrepreneurs looking to invest in the sushi brand.

Pacifica Local champion’s ‘repair over replace’

Pacifica Local’s two new franchise launches are strengthening its growing UK network, with professionals from different industries choosing its tried-and-tested franchise model to start a new chapter in white goods repair, maintenance and installation.

Razzamataz’s shy student to business ownership

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Ace Places launches playing card community led business

Following the appointment of its first franchisees, Ace Places is seeking entrepreneurs across the UK to bring its locally illustrated playing card concept to celebrate their own towns.

Curves’ dedicated gym space for women over 40

For many women over 40, traditional gym environments can often feel intimidating, offering little guidance on how exercise should adapt as the body changes with age.

set to create 120 jobs as part of a £4m investment in new stores across Scotland and the north of England.

Franchising in the UK: Confidence, growth, and opportunities

The National Franchise Exhibition returns to the NEC, Birmingham, on 2 & 3 October 2026, bringing together an extensive range of franchise opportunities from across the UK and beyond, plus an extensive programme of free seminars and expert advice sessions.

Starbucks franchisee to invest £4m in new stores

OCO, one of Starbucks longest operating franchisees in the UK, is

FranchiseWorld magazine

When most people imagine becoming a business owner, they picture years of corporate experience, but for 24-year-old Murron Lees, the journey started in a very different place, as a shy nine-year-old walking nervously into her first Razzamataz class.

System sales growth and accelerated franchisee recruitment programme

Smacks Burgers & Hot Chicken has reported a 49 per cent year-on-year increase in system sales for the first quarter of 2026, as it accelerates plans to open 25 new locations over the next 18 months.

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 2026 – No. 250

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

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.

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Official Media Partner of the BFA

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.

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The BFA’s responsibility is to uphold the ethical standards of UK franchising, and our desire is to help our members run bigger, better businesses.

– Pip Wilkins

Page 32 Zambrero’s successful first year UK recruitment drive

Zambrero, the Mexican-inspired quick-service restaurant brand, has signed 14 franchise partners in the first year of launching its UK franchise recruitment programme.

BFT partnership creates value for both gym members and its franchisees

Body Fit Training, the international boutique fitness studio, has announced a new global partnership with PILLAR Performance, one of the world’s leading performance and recovery brands.

‘Building on the foundations Monkey Puzzle has created over the past 12 years’

Grace Cole, managing director of Monkey Puzzle Day Nurseries, shares the experiences of the first year in the role that have shaped her leadership approach, the achievements she is most proud of, and her vision for the future of the company.

Success leads to a third territory acquisition

Greensleeves Lawn Care franchisees, Jamie and Lesley Clark, have strengthened their commitment to the network by investing in a third territory, after building two successful locations in Doncaster and North Yorkshire.

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ADVISORY ARTICLES Why BFA membership does matter: The case for ethical franchising in the UK

A beginners guide to understanding the British Franchise Association’s role in upholding the standards of ethical franchising, its membership criteria and benefits, and its commitment to education, training and ongoing support. By Pip Wilkins, Chief Executive, British Franchise Association

Set realistic expectations of ongoing help and support

A lack of clarity around what ongoing help and support actually means in practice is one of the most common sources of friction between franchisors and new franchisees. By Rik Hellewell, Founder and Managing Director, Ovenu

Worried your career could have an age limit? Learn from us in the creative sector

Want more franchisees? Start putting people off

Good franchise communications shouldn’t persuade everyone, they should attract the right people and give the wrong people permission to walk away. By Lucy Archer, Co-founder, Rev PR

Franchise fallout: When commercial disappointment is not misrepresentation

The High Court has recently handed down judgment in a decision that is a useful reminder that courts will closely scrutinise the way misrepresentation claims are pleaded, and the contractual framework agreed between franchisor and franchisee. By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

Franchise rebranding: How to transform your franchise in five steps

Franchising can offer a way to build a long-term career that keeps your creativity and hard-earned skills at its heart.

Rebranding isn’t something to be avoided – it’s a powerful tool that can refresh your franchise’s image and remind customers why you’re better than the rest.

By Lisa Stead, Chief Executive, Stagecoach Performing Arts

By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

www.franchiseworld.co.uk | Autumn, 2026 5

FOOTY NATION FRANCHISE LAUNCH

Footy Nation kicks off expansion to capitalise on ‘competitive socialising’

● As the only business of its kind currently operating in the UK, Footy Nation occupies a distinct position in the leisure sector.

ooty Nation, the UK’s first indoor football skills park, is looking to capitalise on the growth of football and the demand for ‘competitive socialising’ by franchising its new concept in the UK and abroad, following a successful launch in Southport, Merseyside.

Describing the concept as “crazy golf but football”, Footy Nation’s unique leisure offering has been a smash hit as consumers seek out experiences and destinations that combine entertainment, social interaction, technology and immersive activities.

The ‘competitive socialising’ sector has emerged as one of the fastest-growing leisure categories, with UK venues increasing by 40 per cent since 2018.

Footy Nation said football is the world’s most popular sport, with an estimated five billion fans and four per cent of the population actively participating.

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But despite this, there are surprisingly few leisure concepts built around the sport, and even fewer that provide a year-round indoor experience suitable for all ages, abilities and weather conditions.

Interactive challenge games

The debut venue, a purpose-built, weather-proof facility, features six

Franchisees are investing in a ready-made brand with a clear identity and a concept that has already demonstrated strong public interest. – Steve Allen

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interactive challenge games – Spin Ball, Match Ball, Skill Ball, Score Ball, Curve Ball and Pin Ball – each designed to test a different technical aspect of football, including accuracy, control, technique and reaction speed.

The site operates seven days a week and includes a cafe bar, boot room and merchandise area, with a digital leaderboard tracking visitor scores. The venue accommodates individual visits, children’s parties, school trips and corporate group bookings, making it suitable for a wide range of customers.

SOURCED ACQUIRES ESTATE AGENCY CHAIN

A key feature of the concept is repeatability with multiple game experiences which allows visitors to compete across different challenges and improve their scores over time. This creates a strong incentive for customers to return, challenge friends and family, celebrate special occasions and participate in organised events and competitions.

Footy Nation adds that its integrated scoring and leaderboard system automatically tracks and displays scores through its app, website and venue leaderboards, allowing players to compete for local and all-time rankings.

Franchise opportunity

With the Southport venue established, Footy Nation is now inviting prospective franchisees to bring the brand to new locations.

Franchisees will have access to a proven operational model, proprietary game technology and full support from the Footy Nation team at every stage, from initial planning through to day-to-day operations.

Steve Allen, operations manager of Footy Nation, said: “Football is a sport that brings people together regardless of age, background or ability. We see that reflected every day in the mix of visitors who come through our doors. The concept works because it is accessible and engaging for everyone.

“Franchise partners benefit from everything we have built and refined. They are investing in a ready-made brand with a clear identity and a concept that has already demonstrated strong public interest.” n

www.footynation.com/franchise

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We’re not looking to change what makes Open House successful. We want to build on it.

Sourced adds Open House to its franchised portfolio of brands S

ourced, the property group headquartered in Warrington, has acquired Open House Estate Agents, adding 104 franchisees to its already 230 plus network.

The deal brings an established estate agency and auctions operation into the Group for the first time, connecting Sourced’s existing investment, finance, lettings and management businesses into full property-lifecycle coverage.

The acquisition adds a third franchise brand to Sourced Group’s network of existing franchise models – Property Partner (property portfolios) and Sourced Living (lettings agency).

Open House will continue to operate under its own brand, with the focus now on bringing the strengths of both networks together to create new opportunities for franchisees and clients.

‘Autonomy to build businesses’

Across both networks, franchisees have the autonomy to build businesses suited to their local markets while benefitting from established brands, technology, systems, support and nationwide opportunities.

Stephen Moss (pictured), founder and chief executive of Sourced, said: “What stood out to us about Open House was how closely the business aligned with

our own. We didn’t have to convince them to think like us because, in many ways, they already did.”

‘Potential for everyone involved’

“Both networks are built around ambitious local business owners, backed by the systems, technology and opportunities of a national organisation. Bringing those networks together creates huge potential for everyone involved.

“Open House brings established estate agency and auctions expertise into the Group, while we can open up our wider property network, technology and acquisitions programme to another 104 franchisees. We’re not looking to change what makes Open House successful. We want to build on it,” added Moss.

For Open House franchisees, the acquisition will provide access to Sourced’s wider infrastructure and its fully funded acquisitions programme, designed to help franchisees acquire established lettings agencies and managed property portfolios to accelerate growth.

l Sourced was founded in 2017 to support investors, landlords and property entrepreneurs across the UK. In 2018 it launched the franchise network to provide individuals with the tools, training and support to run their own property business. n

www.franchiseworld.co.uk | Autumn, 2026 7

CASE STUDY: OVENU FRANCHISEE

‘I was offered redundancy and saw it as a chance to start my own business’ T

om Trethewey (right), a former broadband engineer, has launched his oven valeting business, Ovenu Tilehurst, after a routine clean of his own cooker inspired an unexpected career change.

Having accepted redundancy from his office-based role, Trethewey was searching for a business opportunity that would allow him to return to the face-to-face customer interaction he had enjoyed for much of his career.

Having spent more than 20 years installing broadband in customers’ homes before moving into a largely desk-based planning role, Trethewey said: “I’ve always found fulfilment in practical work, so moving to an office role made me realise just how much I missed being out and about and interacting with customers.

“I was offered redundancy and saw it as a chance to start my own business. I was looking for inspiration when I happened to clean my own oven at home, which was surprisingly satisfying. It got me thinking that I could do it professionally.

“Now I’m doing what I enjoy most – providing a service that makes a difference. It may be a completely different industry, but it’s still all about people.”

Drawn to Ovenu’s model

Having long harboured ambitions of running his own business, Trethewey was drawn to Ovenu’s franchise model due to the extensive training, guidance and ongoing support.

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I’m not sure I’d have had the confidence to start from scratch. A franchise gives you a proven business model to work from, which removes a lot of the uncertainty. – Tom Trethewey

“I’m not sure I’d have had the confidence to start from scratch. A franchise gives you a proven business model to work from, which removes a lot of the uncertainty,” he added.

Ovenu Tilehurst was established following the reorganisation of the Ovenu Reading territory, reflecting growing demand for Ovenu’s services and will allow franchisees to provide a more responsive service.

Rik Hellewell, founder and managing director of Ovenu, said: “Tom’s

Tom’s combination of practical experience, customer service skills and entrepreneurial drive makes him an excellent addition to the network. – Rik Hellewell

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combination of practical experience, customer service skills and entrepreneurial drive makes him an excellent addition to the network.

“Having spent many years working in customers’ homes, he understands the importance of professionalism, reliability and earning trust – qualities that are invaluable in our business.”

l Ovenu’s cleaning process involves dismantling key oven components and restoring them using safe, non-caustic and biodegradable products. The service also covers hobs, extractor hoods, microwaves and range cookers, leaving them in near-showroom condition. n

www.ovenu.co.uk/franchise

MULTI-UNIT FRANCHISEE’S GROWTH

Warrens Bakery multi-unit franchisee continues petrol forecourt expansion

● Katie Anderson, from Warrens Bakery, with Darren Gully

at the Texaco garage Malmesbury store.

arrens Bakery continues to expand into petrol forecourts with the opening of a store in the Texaco garage in Malmesbury, Wiltshire, by its multi-unit franchisee SGN Retail.

The new location is Warrens’ 50th bakery store and the seventh site for SGN Retail, following the success of its forecourt sites in Calcot, Didcot, Lechlade, Ludlow, Lydney and Frenchay.

Accessible price point

The bakery will serve customers with its affordable range of renowned handcrimped Cornish pasties, artisan baked goods and freshly brewed hot drinks, including the 100 per cent certified, medium hand roasted Wild Meadow coffee from Bridge Coffee.

Warrens Bakery occupies a distinctive position in the bakery and café market, bridging the gap between value-led bakery chains and premium café

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bakeries, delivering an accessible price point while offering an elevated food and coffee experience.

Established in 1860

The Cornish brand was established on the cobbled streets of St Just when two Cornish families, the Warrens (farmers) and the Harveys (bakers), united through marriage in 1860 to combine farm-fresh ingredients with artisan bakery skills. Over 160 years later, Warrens now has bakery stores in UK high streets, railway stations and roadside locations.

Mark Sullivan, chief executive of Warrens Bakery, said: “Our expansion into forecourts reflects how consumer habits are evolving, with people wanting speed and convenience but also quality, provenance and a better food-to-go experience.”

Darren Gully from SGN Retail added: “Our partnership is proving to be a real

We continue to build on the success of our locations, all of which have benefitted from Warrens’ clear brand proposition, high-quality food offer, and operational expertise. – Darren Gully

success across our forecourt portfolio. The new Malmesbury location is a great example of how well the format is working and growing in strength. It looks fantastic, trades strongly and delivers exactly what our customers want on the move.

“We continue to build on the success of our other six locations, all of which have benefitted from Warrens’ clear brand proposition, high-quality food offer, and operational expertise. We will continue to expand the proposition in our portfolio of over 100 forecourts.” n

www.warrensbakery.co.uk/franchise

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GLOBAL BRAND UNIQUE PRODUCT RANGE PROVEN FRANCHISE CONCEPT COMPREHENSIVE FRANCHISE SUPPORT

paris baguette NEIGHBOURHOOD BAKERY & CAFÉ

If you’re ready to join the Paris Baguette family and spread joy through the art of baking, contact us today to learn more about this exciting franchise opportunity! Scan to Explore Franchise Opportunities

Email: info@parisbaguette.co.uk Visit: www.parisbaguette.co.uk/franchising

BUSINESSWOMEN NETWORKING FRANCHISE

Six Figured Females launch franchise model to grow its UK networking reach S

ix Figured Females, the networking community created especially for ambitious businesswomen, has launched its franchise model to expand reach and grow membership across the UK.

Founded in 2023, Six Figured Females brings accomplished female business founders together to build meaningful connections, foster deeper relations, celebrate success and navigate business challenges.

‘Businesswomen’s pillar of support’

Alison Cooper (right), chief executive of Six Figured Females, said: “Our groups fiercely champion women while allowing our members to enjoy meaningful connections that bring benefits to their business and inspire strategic partnerships.

“More importantly, our groups offer a pillar of support to businesswomen. We help one another navigate our challenges and celebrate the successes. When women come together in our groups, it’s a powerful force.”

Expansion through franchising

Growing nationally is the next step in our own growth journey, added Cooper. “Our business model allows franchisees to make the groups their own, with the gravitas of a fully established brand and full support behind them.”

Regional franchisees will be provided with branding and marketing materials, and access to its online membership platform. Initial target regions include Manchester, Edinburgh, Birmingham, Bristol, Cotswolds and Oxford.

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Our groups fiercely champion women while allowing our members to enjoy meaningful connections that bring benefits to their business and inspire strategic partnerships.

For existing members, the franchise model will increase the network and enable them to visit other groups around the UK, further expanding their contacts and building new connections and collaborations.

Cooper concluded: “The franchise offer is perfect for a business coach, mentor and any other business leader who is keen to build greater connections around

Our business model allows franchisees to make the groups their own, with the gravitas of a fully established brand and full support behind them.

them and create a unique space for women in their region.”

Six Figured Females adds its community helps businesswomen escalate with purpose through events, masterclasses, practical resources and shared experiences, sparking ideas and building businesses with impact and intention. l The community currently has over 80 members, eight hosts, and seven groups in Cambridgeshire, Essex, Hertfordshire and London. n

www.sixfiguredfemales.com

www.franchiseworld.co.uk | Autumn, 2026 11

TAXASSIST NATIONAL CONFERENCE

● TaxAssist Accountants National Conference 2026 at the British Motor Museum.

TaxAssist day of inspiration, innovation and growth T

axAssist Accountants franchisees from across the UK came together in July at the British Motor Museum, Warwickshire, for its National Conference 2026, a day of learning, networking and business development.

The annual event provided franchisees and their teams with valuable insights, practical strategies and opportunities to connect with colleagues from across the TaxAssist network as well as sponsors and exhibitors.

The conference featured keynote presentations from industry experts, including entrepreneur, best-selling author and business adviser James Ashford, who shared his experiences of building and scaling successful businesses within the accounting industry.

Delegates also benefitted from a tax update from Rebecca Benneyworth MBE, one of the UK’s most respected tax specialists, and a practical session from technology specialist Dan Tudorana-Clark, managing director of HelloAI, who explored how accountants can successfully apply AI and digital tools to improve efficiency and deliver greater value to clients.

Alongside the keynote presentations, attendees took part in a series of interactive workshops covering topics such as practice management, recruitment, insolvency awareness, and

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The conference provided a fantastic opportunity for everyone to reconnect, share ideas and celebrate our collective achievements. – James Mattam

growth opportunities through its newly launched TaxAssist Plus.

The conference also featured an exhibition area showcasing products and services tailored to the network’s practices. The event concluded with exclusive access to the British Motor Museum and a drinks reception to celebrate the achievements of the network.

Comments from attendees

Shayo Badejo, TaxAssist Enfield, said: “One of the things I enjoy most about the conference isn’t just the presentations, it’s the conversations between them. Listening to how other practices are solving challenges, embracing new technology and finding better ways to support their clients always gives me something to take back to Enfield.”

Jamie-Leigh Heyda, TaxAssist Barnstaple, commented: “The conference wasn’t just about

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inspirational talks, it was packed with conversations with banks, lenders, software providers, insolvency practitioners and other professionals, all sharing ideas and expertise.”

Alex Mathew, TaxAssist Haywards Heath, added; “As a reputable brand, TaxAssist has built valuable partnerships across the compliance, financial, IT and business sectors. As an individual practice, developing these kind of partnerships independently and cost effectively would be incredibly difficult, if not impossible.”

James Mattam (above), group director of franchising at TaxAssist, concluded: “The strength of our network has always been built on collaboration, shared experiences and mutual support, and the conference provided a fantastic opportunity for everyone to reconnect, share ideas and celebrate our collective achievements.” n

www.taxassistfranchise.co.uk

MAJORITY INVESTMENT

Revive! to accelerate growth with Mobeus investment R

evive! Auto Innovations, one of the UK’s leading mobile SMART repair franchise networks, has announced a major milestone in its growth journey by securing a £16.3m majority investment from Mobeus Equity Partners.

The announcement marks a significant moment for the business as it enters its next phase of expansion, combining a proven and scalable franchise model with institutional investment to accelerate market leadership across the UK automotive aftercare sector.

Proven platform, ready to scale

Revive! has built a national footprint delivering high-quality, mobile cosmetic vehicle repair services to both retail and trade customers, and is a trusted partner to dealerships, fleets and insurers, supported by its network of franchisees.

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We’ve built a strong, resilient and highly scalable business, and this investment allows us to accelerate that momentum.

– Mark Llewellyn

l Technology development to drive job efficiency, customer experience and data insight. l Brand and marketing investment to increase national awareness and lead generation.

l Operational infrastructure to support a larger, more productive franchise base.

With rising demand for fast, costeffective and environmentally efficient repair solutions, the SMART repair sector continues to outperform wider aftermarket trends – positioning Revive! strongly for sustained growth.

Mobeus brings experience in scaling UK consumer and business-to-business services, with a strong track record in working alongside management teams to deliver long-term value creation.

Investment unlocks growth phase

Leadership continuity

The partnership with Mobeus, a UK-based private equity investor, introduces significant strategic and financial backing to accelerate Revive!’s expansion plans.

The investment will support:

l Network growth through new franchise territories and enhanced technician recruitment.

Mark Llewellyn (below), co-founder and managing director of Revive!, will continue to lead the business, supported by the existing senior leadership team, ensuring continuity of strategy, culture and execution.

Llewellyn said: “This is a hugely exciting moment for Revive! We’ve built a strong, resilient and highly scalable business, and this investment allows us to accelerate that momentum.

“Mobeus understands our model, our sector, and critically, our franchise-first

approach. Together, we are exceptionally well positioned to capitalise on a growing market opportunity.”

Co-founder’s legacy

The transaction also marked the planned retirement of Revive!'s co-founder Terry Mullen (left), who has played a central role in building Revive! into one of the UK’s most respected automotive franchise brands.

Mullen commented: “I’m incredibly proud of what we’ve built at Revive! – not just in terms of commercial success, but the strength of the network and the values that underpin it.

“The business is in a fantastic position, with a strong leadership team and the right partner in place to take it forward. I’m excited to see Revive! continue to grow and thrive in the years ahead.”

Mullen will support a structured transition to ensure continuity and stability.

l BDO, the accountancy and business advisory firm, advised Revive! on its investment from Mobeus. n

www.revivefranchise.com

www.franchiseworld.co.uk | Autumn, 2026 13

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

ADVISORY ARTICLE: A BEGINNER’S GUIDE TO THE ROLE OF THE BFA

Why BFA membership does matter: The case for ethical franchising in the UK By Pip Wilkins, Chief Executive, British Franchise Association

egend has it that Groucho Marx, the American actor and comedian, once resigned from the Friars’ Club of Beverley Hills, saying: “I don’t want to belong to any club that would accept me as one of its members.”

Although I couldn’t swear to it; I’m not aware that any of our British Franchise Association (BFA) former members have used this as a reason for leaving, but, never say never.

Before we tackle the main subject of this article, BFA membership and why it’s important, we need to look at ethical franchising.

The BFA and ethical franchising are different ends of the same ‘beast’. Without one, there would be no other. It would be like the see without the saw, Pooh without Piglet, and Superman without Lois Lane. They are a team. They go together. The one makes the other one work. The BFA is here to support ethical franchising, and ethical franchising is the base on which the association is built.

So, to understand the importance of BFA membership, first you must understand about ethical franchising.

What are ethics?

This probably isn’t a bad point to reacquaint ourselves with what ethics actually are. The dictionary definition of the word ‘Ethics’ (noun) is: ‘moral principles that govern a person’s behaviour or the conducting of an

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activity’, and ‘Ethical’ (adjective) as ‘of or relating to moral principles, especially as forming a system, or the branch of knowledge or study dealing with these.’

But for ease, let me explain. Essentially the Code lays down, in detail, what a franchisor can and can’t do when selling franchises.

What is ethical franchising?

If you are new to franchising, or indeed, if you’ve just started reading this article, you may be wondering what ethical franchising is, what it looks like, why it’s so important to you, to the franchisor and to the entire franchise industry.

Let me take you back a bit, to a time before smart phones, the internet, Google, a few TV channels, and Amazon Prime. Dark, dark days indeed.

The forming of the BFA

In 1977 a group of franchisors, who were fed up of the good name of franchising being tarnished with ‘pyramid selling’ and the bad business practices of a few rogue operators, got together and formed the BFA.

It covers the definition of franchising, guiding principles, recruitment, advertising and disclosure, selection of individual franchisees, the franchise agreement, master franchise systems and, within the BFA’s own extension and interpretation of the Code section, it addresses application, independence, disclosure, confidentiality, contract term, master franchisees, contract renewal, and adoption.

The Code of Ethics is available for anyone to download from our website www.thebfa.org/uploads/The-Code-ofEthics-for-Franchising-2024.pdf, and is updated in line with changes in law in the UK.

Who should read the Code of Ethics?

They adopted the European Code of Ethics for Franchising, and added in a few of their own amendments, which appear on the final page of the document entitled ‘The BFA Extension and Interpretation of the Code’, to make it work for UK businesses.

What’s in the Code of Ethics for Franchising?

If you own a franchise, are franchising your business, have bought a franchise or are thinking of buying a franchise, the Code should be your guide book for doing things the right way. The ethical way. And, if something looks or sounds very different to how it is described in the Code, take that as a red flag and seek further clarification.

Membership of the BFA

The easiest way to find out is simply to read it. At just eight pages long it’s very compact and written in fairly easy to read legal language.

We value the BFA as the trusted front door to franchising. It’s a place where anyone can find informed answers and reputable people who can help. – Dugan Aylen

So finally, we get to the point of this article. There are four kinds of BFA member: franchisor, franchisee, advisor and supplier. All members are subject to abiding by the Code of Ethics and our Rules of Membership. l BFA franchisor members

The franchisor is a company who has ➥

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ADVISORY ARTICLE: A BEGINNER’S GUIDE TO THE ROLE OF THE BFA

“

I really appreciate the Third Thursday online meet ups where there will be a main topic for discussion, anything from local marketing to employment law. – Jon Burton

franchised their business and is actively selling franchises. We currently have 350 franchisor members, with their franchise opportunities listed on our website. They pay a monthly fee to be a member of the association.

Franchisors – gaining membership

To be awarded membership of the BFA, franchisors must submit to a full and rigorous audit of their entire business to ensure every part of it complies with the Code of Ethics for Franchising. They will also need to submit financial records to ensure it is a viable and profitable business. This is carried out by our membership and standards team.

Franchisors – franchisee satisfaction survey

The first person to tell you if a franchise is not being run well, will be an unhappy franchisee.

So, we anonymously survey all franchisees of a franchise brand applying for membership. If the results are not as we would expect, membership won’t be offered. However, we will work with them to rectify the issues and hope to accept them as members when things have improved.

Franchisors – BFA guidance

It is rare that a business makes it through on their first attempt. Most will need to work closely with our dedicated membership team to ensure they are fully compliant before membership is granted.

We have no desire to turn a franchisor away, but if they cannot or are unwilling to adjust their business model to comply with the Code, then unfortunately we won’t be able to grant them membership. However, we will always be happy to talk to them again in the future should things change.

Kate Dilworth, associate director of network development at award winning franchise Right at Home, said: “The BFA has remained a valued partner of Right at Home, from its UK launch in 2010 through to its current position as a

leading homecare brand with a network of 70 plus franchise offices.

“Our membership within its active network has delivered many shared learning opportunities, not to mention the brand credibility that comes from its commitment to upholding the highest standards of ethical franchising.” l BFA franchisee members

When a franchisor joins the association, their franchisees can join the BFA free of charge. The franchisee must be an active current franchisee of an active, current franchisor member. We currently have over 2,000 franchisee members who have taken up this opportunity and over 100 franchisee ‘Champions’ from different brands. For Jon Burton, a franchisee with Hays Explorer Travel, it’s the sharing of ideas and meeting other franchisees that he says benefit him the most.

“I really appreciate the Third Thursday online meet ups where there will be a main topic for discussion, anything from local marketing to employment law, but then afterwards we might end up discussing other issues that affect us all, from debt collection issues to hiring staff.

“I’ve also been lucky enough to meet some really interesting people. Recently I was having lunch with a lady who owns a McDonalds’s franchise, and another lady who owns a care franchise, and I’ve spoken to a lady who owns a Boots franchise. Without being a member of the BFA I simply would not have met these people and gained some great tips for my own business.” l BFA advisor members

Franchising is a specialist sector of commercial business and needs specialist advisors, such as accountants, consultants, lawyers, marketing, training, and public relations, all of

16 Autumn, 2026 | www.franchiseworld.co.uk

whom will have specific experience working in the franchise sector.

Advisor members will go through an accreditation meeting to ensure they meet the criteria for their area of expertise. We will require evidence of their work and obtain client references from other existing BFA members.

Dugan Aylen, chief executive officer of The Franchising Centre, a BFA advisor member, said: “As we approach 30 years in the sector, we value the BFA as the trusted front door to franchising. It’s a place where anyone can find informed answers and reputable people who can help.

“Membership also means playing an active part in a thriving community, sharing knowledge and raising standards.” l BFA supplier members

Finally, we have our Supplier members. As the name suggests, they supply the franchising industry with anything from credit card machines to business support services and from CRM systems to HR, printing, advertising and social media. Again, they will have experience of supplying clients in the franchising sector.

Suppliers do not have to meet any specific criteria for membership to be granted, other than to say that they offer a service that can be used within the franchise industry. We will require two client references before membership is granted.

Berit Block, senior director of international marketing at Constant Contact, said: “Being a BFA supplier member has given us a direct line into one of the UK’s most dynamic franchise communities.

“

Since January this year, the BFA name was read by 937.8m people, many of whom will have then visited our website and explored our members’ businesses as a result, or simply gained a better understanding of what franchising is.

Being a BFA supplier member has given us a direct line into one of the UK’s most dynamic franchise communities.

– Berit Block

“Returning as co-headline sponsors of the BFA Annual Conference this year is something we’re looking forward to. It’s critical that franchisors and franchisees work together to balance brand consistency with local customisation, and we’re honoured to be part of that conversation.”

The benefits of BFA membership

BFA membership offers four main things; recognition and representation, exposure and promotion, community support, and education and training.

1. Recognition and representation

When you join the BFA, one of the most valuable benefits is the credibility and recognition that comes with the BFA brand. It demonstrates your commitment to recognised standards and adds confidence for prospective franchisees when they are looking at investing.

The BFA is also well connected through the European Franchise Federation and World Franchise Council, providing access to global insights, best practice and opportunities for cross-border growth.

Alongside this, our lobbying activity ensures your interests, and those of the wider franchise sector, are represented with government and policymakers, giving franchising a stronger voice on the issues that could impact your business and network.

2. Exposure and promotion

As a member you are hitching your franchising wagon to a large and powerful marketing machine that will give you the opportunity to advertise your brand to millions of readers.

Here are just some of the ways we help promote our members. l The BFA website

Our website is the powerhouse behind everything we do. It receives more than 300,000 visits every year, with over 100,000 of them being new visitors.

This is where our members list their businesses, populating their page with images, videos, case studies and facts about their business. Visitors can click through from their listing page directly to their own website or a landing page of their choice. Whilst we do not claim to be a sales directory, our pages are widely viewed and it’s a crucial part of membership to have your brand listed on our website.

l Social media

Our social media team work hard every month to share the best stories coming out of franchising from our members; from introducing new members, to sharing significant anniversaries, milestones and events, we use our LinkedIn, X, Facebook, Instagram, TikTok and YouTube channels to enhance our members and their brands.

l The BFA magazine

Our talented in house design team creates a regular digital magazine full of stories about our members that is emailed to our mailing list, many of whom are actively looking to buy a franchise or franchise their business. You can subscribe to the magazine and download back copies at www.thebfa.org/the-bfa-magazine.

l The power of the logo

Exposure doesn’t just come from us, it also comes from members proudly displaying their BFA badge on their own websites, marketing material, franchise pages and in their advertising. It is their 24/7 link to being the best.

l Marketing

The BFA’s marketing team is dedicated to raising awareness of franchising across the board. From campaigns and reports to the national franchise survey and email campaigns. l Public relations

We take our public relations very seriously, employing an external industry expert to ensure stories about franchising are constantly being fed to the media. Many of these stories include member case studies. From May to July 2026, we mentioned 159 BFA member brands in releases sent to the press.

We also survey members every month, on a range of pertinent questions, via our ‘Question of the Month’. We take the results and share them in articles and press releases also quoting member’s comments and responses where appropriate.

“

The BFA’s responsibility is to uphold the ethical standards of UK franchising, and our desire is to help our members run bigger, better businesses. I hope we can persuade you to come along for the ride too. – Pip Wilkins

Every article we write, every social media post we publish and every advertising campaign we deploy, using our logo, which in turn is their logo, sews that golden thread between their brand and our standards. It is a reinforcement for their customers that they have exceptionally high standards and keep ethical franchising at the heart of everything they do, which can be a huge competitive advantage.

3. Community support

We’ve lost count of the number of times that members tell us that one of the most important parts of their membership is the support they receive from other members.

We are proud of the family-like atmosphere in franchising; when our members meet at our events they share challenges, swap best practice and encourage each other through personal anecdotes and experiences. l Strong relationships

Franchisors, franchisees, advisors and suppliers all form strong relationships with each other, almost replicating the franchisor/franchisee relationship that franchisors offer to their networks; helping them to feel less alone, more supported and ultimately, more successful. ➥

www.franchiseworld.co.uk | Autumn, 2026 17

ADVISORY ARTICLE: A BEGINNER’S GUIDE TO THE ROLE OF THE BFA l Member collaborations

That coming together isn’t just reserved for non-competing sectors either. Our domiciliary home care brands regularly meet, as they face the challenges of a highly regulated sector constantly coming under pressure from higher taxes and employment burdens.

Similarly, our children’s activities franchisors are well known for their collaborative and supportive stance, sharing in each other’s successes at award ceremonies and through their work with other sector associations.

l Members buying from members

There is also a lot of business done between members; we all feel more comfortable buying from someone we know, and this is certainly true for our industry. l BFA head office support

It goes without saying that our members also have access to the team at the BFA for constant support. We have 14 members of staff at the BFA ranging from membership and standards to events and accounts, all of whom are in regular contact with our members and on the end of the phone for any questions they may have.

4. Education and training

Without doubt one of the most well used parts of BFA membership is our extensive range of education and training.

We are very proud of our BFA Academy that runs a huge range of training and education events for all our members every year.

We run events for franchisors, advisors, suppliers and franchisees. l Events for franchisors

Each month franchisors can choose from a variety of online events including:

l Power Hours, when franchisors get together and share best practice and challenges around a topic that is designed specifically for them to learn from. l Top Topic Tuesday event, where franchisors and franchisees come together online, to cover common

business challenges and hear from our accredited advisors and suppliers, to provide guidance and support

Sector regulation

It can’t have escaped anyone’s notice that the subject of regulation is on the current Government’s agenda.

l How to Hub, a practical, interactive session designed to help franchisors develop their businesses by focusing on how to tackle specific challenges and opportunities within franchising.

Unless we want to be tied down by unnecessary legal restraints, we need to continue to prove that self-regulation, by adhering to the Code of Ethics for Franchising, is more than enough to maintain an industry that brings £19.1bn into the UK economy every year. The more brands who come into the BFA, the more chance we have of arguing our case.

Also available might be an in person specialist seminar on a pertinent topic such as legals, AI, recruitment or performance.

On top of that we have our flagship events, including Empowering Women in Business, World Franchise Day, the franchise exhibitions in London and Birmingham, and the annual conference and awards.

Historical image problem

Rightly or wrongly franchising has always had an image problem, so the more we can do to dispel it, the better.

We need all franchises pulling together to make that work, and we aren’t about pointing the finger at non-members, rather working with them to bring them into the fold, encouraging them to run their franchises in the most ethical way possible so everyone wins.

l Events for franchisees

Every month we hold a Franchisee Third Thursday event; an opportunity for franchisees to connect with people outside their own franchise network and share experiences, ideas and practical advice. l Events for advisors and suppliers

Advisors are welcome to come to all the franchisor events, plus they have their own in person Advisors and Supplier’s Forum twice a year.

Qualified Franchise Professional (QFP)

For those who wish to demonstrate an above average understanding of the franchise sector, we have our QFP qualification. The ‘further education’ of the franchising world, this is a highly specialist course available to franchisors, advisors and suppliers who wish to demonstrate their knowledge of the franchise world and its unique ethical practices.

The importance of ethical franchising

As every franchisor knows, one bad franchisee can bring down the reputation of the entire operation, and the franchising sector is no different. The very reason the BFA was founded was to set good franchisors apart from the bad and that is as important today as it was 49 years ago. We need to be constantly raising the bar of our industry.

My personal goal

It’s been an absolute privilege to be the BFA’s chief executive for the past 10 years, and nothing gives me greater joy than meeting new members at conference, or an event, who say: ‘I had no idea how friendly everyone would be’, or ‘how much I’d learn’.

And, I’ve lost count of the number of times I’ve been told the single most important reason for BFA membership is the connections they make, the conversations they have, and the things they learn.

www.thebfa.org/becoming-a-bfamember, email the membership team at mailroom@thebfa.org, or call them on 01235 820 470. Alternatively, come and see us at The National Franchise Exhibition, 2-3 October 2026 at the NEC, Birmingham. n

www.franchiseworld.co.uk | Autumn, 2026 19

THEATRE SCHOOL’S REVENUE OPPORTUNITIES

Razzamataz multiple income streams for school Principals W

Advertorial

hen many people consider opening a performing arts school, they imagine one simple business model: run weekly classes, fill the registers and that’s where the income comes from.

At Razzamataz Theatre Schools, the reality is very different. It has developed a range of additional classes that not only help children build confidence, creativity and life skills but also create multiple revenue opportunities for franchisees.

This has resulted in some impressive profits with the top 10 average franchisees generating approximately £125,000 net profit, which values their asset at around £400,000.

More than just Saturday schools

The core Razzamataz classes provide the foundation of the business, delivering high-quality training in singing, dancing and drama to children aged 4-18. But that's just the beginning.

The network of schools can benefit from additional classes to increase student numbers, improve retention and generate additional revenue streams throughout the year. The first opportunity is running weekday classes to increase capacity, build stronger student progression pathways, and create a more stable, yearround income.

Start building relationships earlier

One of the most powerful growth opportunities comes from engaging families before children reach school age. Through Tiny Tots and Tots programmes, Principals can introduce babies, toddlers and preschool children to music, movement and creative play while building relationships with families years before going to main school.

Debbie Hyslop, who runs schools in Carlisle and Dumfries, said: “The success of Tiny Tots is a perfect example

of how Razzamataz invests in its franchisees. The training and resources I received where invaluable, enabling me to create engaging and fun classes.”

Opportunities for older students

Many performing arts schools struggle to retain older students and this is an area where Razzamataz has made significant investment to ensure continued engagement and progression through the upper age groups.

Razz Project Intense is just one example that provides an opportunity to offer advanced training, leadership

20 Autumn, 2026 | www.franchiseworld.co.uk

development and mentoring experiences for teenagers looking to take their skills to the next level. For Principals, this means extending the customer lifecycle, creating additional value for families and strengthening student retention during the teenage years.

Many Principals have already benefitted from this specialist training, with 31 per cent completing it to date. Its strong uptake is largely due to Head Office’s continued investment in training both Principals and their teams, enabling them to consistently deliver outstanding value to students.

FRANCHISEE’S EXPANSION AGREEMENT Meeting demand for acting

The rise of streaming platforms, social media content and digital entertainment has fuelled growing interest in acting for screen. With this interest in film, television and digital content creation, Razz Act provides training focused on acting, where students gain insight into the different techniques for both stage and screen while developing camera confidence, audition skills and an understanding of the acting industry.

The growth of Acro

Acro continues to be one of the fastestgrowing areas in children’s performing arts and dance training with performers executing impressive acrobatic tricks or dynamic flips. While these skills look effortless on screen, they require careful, structured development, particularly when working with young performers.

The Razz Acro Arts classes combine dance with acrobatic technique, flexibility, balance and strength training in a safe, progressive environment. All training is delivered under expert supervision, ensuring students build skills responsibly while developing strength, control and confidence at every stage of their journey.

By offering these structured classes, franchisees can introduce an additional specialist programme that appeals to both existing students and those looking specifically for acrobatic training. From a commercial perspective, it also represents a strong incremental revenue stream.

Building strong school partnerships

Razz Schools Clubs provide an opportunity to take the brand directly into local communities through partnerships with primary and secondary schools.These partnerships enable Razzamataz to reach new families, raise brand awareness, build community relationships, generate enrolment into core classes, and create additional monthly revenue. l If you’ve ever considered running a theatre school but worried about relying on a single income stream, Razzamataz offers a proven model designed to create multiple growth opportunities. n

“

Our franchise partners are central to helping us bring great tasting chicken, brilliant service and modern restaurants to more customers, in more communities. – Rob Swain

KFC franchisee set to double its estate across the UK & Ireland K

FC UK & Ireland and a multi-unit franchisee, FPG Foods (FPG), have announced a new agreement to accelerate FPG’s growth ambitions in the UK and Ireland fried chicken market.

As part of the agreement, FPG will acquire 17 KFC restaurants across London and the South of England. FPG will double the size of its UK business and is committed to increasing its estate to 50 restaurants by 2030.

Franchisee perspective

Rashied Parker, chief executive of FPG Foods, said: “The response we’ve seen since opening in the UK two years ago has given us even greater confidence in the KFC brand and the opportunity ahead.

“From its strong leadership team to its focus on innovation and customer service, KFC UK&I has all the ingredients for sustained growth and that is why we have set this ambitious plan to increase our estate.

“The dedication of our team has also played an important role in this journey. Through relentless focus on product quality, customer experience and team

“

The response we’ve seen since opening in the UK two years ago has given us even greater confidence in the KFC brand and the opportunity ahead. – Rashied Parker

development, they have helped create a platform from which we can confidently pursue our long-term growth ambitions.”

Franchisor perspective

Rob Swain, general manager of KFC UK & Ireland, added the agreement marks another important step in KFC’s growth across the UK and Ireland.

“Our franchise partners are central to that ambition, helping us bring great tasting chicken, brilliant service and modern restaurants to more customers, in more communities.

“FPG Foods has built a strong track record of operating high performing restaurants. I’m delighted to be working with Rashied and his team, who share our ambition for growth and our commitment to delivering a great experience for customers every time they visit.

“The UK and Ireland remain one of KFC’s most exciting markets. With strong franchise partners, talented restaurant teams and continued investment in the brand, we’re well placed to build on our leadership position and unlock the next chapter of growth together.” l KFC opened its first UK restaurant

in Preston in 1965. Today it serves 14 million customers and operates over 1,000 restaurants across the UK and Ireland with 30,000 team members. n www.franchiseworld.co.uk | Autumn, 2026 21

PACIFICA LOCAL EXPANDS NETWORK REACH

● From left: Iain Lawson and Alrick Robinson.

Pacifica Local adds new territories as it champions ‘repair over replace’ P

acifica Local’s two new franchise launches are strengthening its growing UK network, with professionals from different industries choosing its tried-and-tested franchise model to start a new chapter in white goods repair, maintenance and installation.

Launching in Wembley are cousins Iain Lawson and Alrick Robinson, while in Staines, experienced engineer Muhammad Iqbal transitioned his existing business to Pacifica Local

Two different stories but one common goal: building a business to support both their community and their families’ futures.

Flexibility of the franchise model

Pacifica Local said the launch in Wembley highlights the flexibility of its franchise model, with the cousins bringing different skills and experiences to the table.

Having explored various opportunities, Lawson and Robinson were drawn to Pacifica Local’s transparent approach, strong communication and hands-on support. While Lawson had been building his

● Muhammad Iqbal.

appliance repair expertise over several years, Robinson brought business experience, creating a partnership centred around a shared ambition to start a successful local business.

Robinson said he had experienced franchising before and had some reservations, but Pacifica Local felt different from the very beginning. “Those initial conversations put me at ease and gave me the confidence that this was the right decision.”

Lawson added: “Not only were the team really friendly and supportive but having the national recognition of a brand like Pacifica is a real game-changer. You’re building your own business but you’re never doing it alone.”

22 Autumn, 2026 | www.franchiseworld.co.uk

Turning experience into growth

Iqbal’s journey into the network showcases another route to becoming a Pacifica Local franchisee, with the experienced engineer using the model to accelerate the growth of his existing appliance repair business.

“My business had solid foundations but I knew there was more potential to unlock,” said Iqbal.

“The franchise opportunity at Pacifica Local gave me access to the systems, brand recognition, and support I need to take things to the next level – all while giving me the freedom to run my own business.” Since joining the network, Iqbal

FRANCHISE LAUNCH added he has seen a steep rise in demand, leading him to recruit his first engineer: “Bringing another engineer into the fold has been a great step forward. With the continued backing of Pacifica Local, I have no doubt we will continue to grow.”

Ace Places’ playing card community led business

Backing every step of the way

Pacifica Local’s franchise model is built around giving partners the tools and confidence to succeed, from comprehensive training and established systems, to ongoing guidance and support structure.

By championing ‘repair over replace’, the brand is helping its franchisees build trusted local businesses that provide an essential service to customers.

For Robinson, the training gave him the belief he needed to enter an industry he’d never worked in before. “Coming from a non-engineering background, I was a little unsure of what to expect but the training was amazing. I left knowing I could go out and deliver a great service for our customers.”

Head office genuinely cares about its franchise partners, added Lawson. “They’re always on hand to help you out if you have any queries – no question is too big or too small. It’s great to know you have that backing as you’re starting out on your journey.”

Supporting the next wave of franchise partners

Lee Garland, head of franchising at Pacifica Local, said: “It’s fantastic to welcome Iain, Alrick and Muhammad to the network – they each bring a unique skillset, showing there’s no single route to becoming a Pacifica Local franchise partner.

“Whether someone is starting a new venture of looking to grow an existing operation, our role is to provide the tools, training and guidance needed to help them succeed.

“We’re excited to continue expanding and welcome more ambitious franchise partners as our franchise network continues to grow.” n

www.pacificalocal.co.uk

● The pack of playing cards celebrating Henley-on-Thames.

ce Places, which began as a single pack of illustrated playing cards celebrating Henley-on-Thames in Oxfordshire, has grown into an awardwinning community business with an ambition of reaching 50 towns across the UK and, one day, selling one million packs of cards.

Founded by Emma Sweet (below) in 2023, Ace Places has sold more than 16,000 packs, raised over £5,000 for local charities, and helped independent businesses increase their visibility through an innovative sponsorship model.

Ace Places explained the decks are funded through sponsorship from featured businesses, sold through local retailers and community events, and donates 25 pence from every pack sold to a nominated local charity.

The franchise model

Now, following the appointment of its first franchisees in St Albans, Hertfordshire, Ace Places is inviting entrepreneurs across the UK to bring the concept to their own towns, creating locally owned businesses that celebrate independent shops, charities, landmarks and hidden gems while strengthening community pride.

I wasn’t setting out to build a franchise. I simply wanted to celebrate everything that makes our towns so special while giving something meaningful back to the communities we live in.

“Over the past three years we’ve refined every part of the business. We’ve tested the sponsorship model, built strong relationships with retailers, developed launch campaigns and community events, and created systems that can be replicated by someone who shares that same passion for their own town.

“Only once we knew the model genuinely worked did we decide to franchise it. It was really important to me that we offered people something proven, not just an exciting idea.”

Community-first approach

Our franchisees aren’t simply selling a product, they’re becoming ambassadors for their towns, added Sweet. “They build relationships, champion independent businesses, support local charities and create something people genuinely feel proud of.

“Watching communities reconnect with where they live is one of the most rewarding parts of what we do.”

Sweet said: “When I created Ace Places,

l Alongside its playing cards, Ace Places delivers community initiatives including treasure hunts, card clubs and launch events. n

www.aceplaces.co.uk

www.franchiseworld.co.uk | Autumn, 2026 23

FROM TEACHERS TO BUSINESS OWNERSHIP

Trio of Stagecoach teachers take the franchisee lead role T

hree long-serving members of the Stagecoach Performing Arts network have taken the next step in their careers by acquiring established schools in Harrogate, Northwood and Ormskirk.

The trio, Emma Furnell, Louisa White and Rachael Whitehead have each spent more than a decade working within Stagecoach before becoming franchisees.

Although their routes to business ownership have been different, they were motivated by a desire to protect what makes their schools special while building something of their own.

They completed franchisee training together at Stagecoach head office, covering business planning, finance, marketing, recruitment, safeguarding, compliance and the systems used to manage their schools.

For prospective franchisees, their stories demonstrate how professional experience gained in teaching, leadership, performance or community work can provide a strong foundation for running a successful business.

Stagecoach was founded to give children and young people the opportunity to develop through singing, dancing and acting. Its schools support students not only in the performing arts but in building confidence, communication, creativity and other skills that benefit them throughout their lives.

‘The natural next step’

White has taken over Stagecoach Northwood after working at the school for around 13 years, primarily as a drama teacher and Main Stages manager.

Originally drawn to the performing arts, White trained as a primary school teacher after being encouraged to pursue what was considered a more conventional career.

● From left: Lisa Stead, Rachael Whitehead, Louisa White and Emma Furnell.

She later became a deputy head teacher while continuing to find ways to bring performance into education. Over almost 30 years, her career has combined teaching, school leadership and performing arts.

When the existing Northwood franchisee decided to retire after 20 years, White saw the opportunity as a natural progression. “Everything I’ve done has been rooted in performance and education, so taking over Stagecoach Northwood felt like the natural next step.

“I already know the school, the team and many of the families but becoming the franchisee gives me a new challenge and the opportunity to use my leadership experience in a different way.

“The business and finance side has required me to develop new skills, but that’s also what makes it exciting. The support and training have helped me understand how to bring together the creative and commercial sides of the role,” added White.

‘A meaningful long-term investment’

Whitehead has taken over Stagecoach Harrogate from Celia Derby, who ran the territory for 30 years.

She joined the school 17 years ago – her first job after completing her musical theatre training. Since then, she has taught dance across Early Stages and

24 Autumn, 2026 | www.franchiseworld.co.uk

Main Stages while also working in secondary schools, teaching examination classes and delivering BTEC performing arts programmes.

Derby approached Whitehead about acquiring the business because she believed someone already embedded within the school would be best placed to continue its legacy.

“The longevity of the business was a major factor for my family”, said Whitehead. “Seeing what Celia has built showed us this could be a meaningful long-term investment, not just financially but in the life we want to create as a family.

“I know the children, the parents and the team, and I understand the difference Stagecoach can make. Not every child wants to become a performer, but they all gain something from it.

“Watching a shy child grow in confidence or find the freedom to express themselves is what has kept me here for so many years.”

‘Someone who already understood its community’

Furnell has acquired Stagecoach Ormskirk from the previous franchisee Deborah Fletcher. She taught at the school for 15 years, initially as an Early Stages teacher before progressing into further roles, having previously run a community music and arts school.

WOMEN-ONLY GYM FRANCHISE

“Stagecoach Ormskirk means a great deal to me because I’ve seen it grow and have watched what the students gain from being part of it,” said Furnell. “When Deborah told me she was selling, it felt like a natural progression, but also important the school was taken on by someone who already understood its community.

“My previous business taught me a lot about creating opportunities for young people from different backgrounds. I want to bring that same sense of community to the next stage of Ormskirk’s development.”

The franchise resale opportunity

The acquisitions demonstrate the value of franchise resales, where a new owner can take on an established business with existing customers, employees and local recognition.

Lisa Stead, chief executive of Stagecoach Performing Arts, commented: “Emma, Louisa and Rachael each bring something distinctive to business ownership, whether that is senior leadership experience, previous business ownership or an exceptional understanding of a school built over many years.

“A resale can provide a particularly attractive route into franchising because the new franchisee is not starting from zero. There’s already a community, a team and a trading history in place, supported by the training, systems and expertise of the wider network.” l Stagecoach Performing Arts operates

a network of over 300 schools across the UK and internationally. Since 1988, it has helped more than one million students build confidence, creativity and life skills through singing, dancing and acting classes. n

“

We want every member to feel supported, knowing they belong to a space designed specifically for them. – Joanna Dase

Curves’ dedicated space for women over 40 to meet their fitness needs C

urves, a women-only gym chain, has spent decades helping members stay active through workout experiences that feel safe, effective and genuinely supportive.

For many women over 40, traditional gym environments can often feel intimidating, offering little guidance on how exercise should adapt as the body changes with age.

They are looking for a welcoming environment where they can exercise without judgement and have access to coaching.

Signature 30-minute programme

This is where Curves has carved out its niche, designing a signature 30-minute programme around women’s needs. The short workouts help members stay consistent, while coach-led sessions ensure exercises remain safe and effective for every member.

At the heart of the circuit are hydraulicresistance machines that automatically adapt to each user’s effort, allowing women of different ages and abilities to work out side by side at a pace that suits them.

By removing complexity and creating a

shared workout experience, the format helps lower barriers to participation. This is particularly appealing to those over 40, creating an environment where members feel comfortable and supported to return week after week.

‘More than a place to work out’

On creating a dedicated space for women over 40, Joanna Dase, chief of operations at Curves, commented: “We recognise that women over 40 face unique challenges when it comes to fitness. From hormonal changes to balancing busy schedules, it can become difficult to prioritise overall wellbeing.

“However, Curves is more than a place to work out. For many members, it becomes part of their routine and a place where they can connect with other women experiencing similar life stages.”

Curves said its franchise opportunity combines a proven and profitable business model with the chance to make a meaningful difference to women’s health within local communities. l Curves opened its first gym in Texas, U.S. in 1992 and today has over 3,000 locations across 42 countries. n

www.curves.eu/franchise

www.franchiseworld.co.uk | Autumn, 2026 25

TheNational FranchiseExhibition

BOOK FREE TICKETS!

2 & 3 October 2026 | NEC, Birmingham

It’s time to be your own boss 100+ franchise brands | 50+ free talks | One-to-one expert advice Exhibitors include*: Exclusively supported by:

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

THE NATIONAL FRANCHISE EXHIBITION, NEC, BIRMINGHAM

Franchising in the UK: Confidence, growth, and opportunities T

he UK franchise industry continues to demonstrate confidence, resilience and strong potential, making franchising an increasingly attractive route for aspiring entrepreneurs and established business owners alike.

For prospective franchisees, one of the biggest challenges is knowing where to start. With hundreds of franchise concepts operating across the UK, it can be difficult to compare opportunities, understand investment requirements and determine which model is the right fit.

Events like The Franchise Exhibitions play an important role in helping entrepreneurs cut through the noise, meet franchisors face-to-face and gain the knowledge they need to make informed decisions.

Discover 100 plus franchise opportunities

The National Franchise Exhibition returns to the NEC, Birmingham, on 2 & 3 October 2026, bringing together an extensive range of franchise

opportunities from across the UK and beyond.

Whether you’re considering your first franchise investment, looking to diversify your business interests or exploring how to grow an existing operation, the exhibition offers an ideal opportunity to discover what franchising could offer.

Visitors can explore franchise concepts spanning a huge variety of sectors, including food and beverage, fitness, care, education, retail, professional services and many more.

“

With opportunities available at a range

of investment levels, there’s something to suit a wide variety of entrepreneurial ambitions and circumstances. These brands include industry leaders such as McDonald’s, Anytime Fitness, Home Instead, Greene King, plus many more.

Insights into the franchise journey

But the exhibition is about much more than simply discovering franchise brands. An extensive programme of free seminars, expert advice sessions and interactive features provide visitors with practical insights into every stage of the franchise journey.

For those considering franchising for the first time, the event offers the chance ➥

The Franchise Exhibitions have helped thousands of people find their perfect franchise opportunity and we cannot wait for more of the same this year at the NEC, Birmingham. – Tracy Shah www.franchiseworld.co.uk | Autumn, 2026 27

Advertorial

With a wealth of brands, business models and investment opportunities available, finding the right franchise can be the first step towards building a successful and sustainable business.

THE NATIONAL FRANCHISE EXHIBITION, NEC, BIRMINGHAM to ask questions directly to experienced franchisors and franchisees, understand what it takes to run a successful franchise and gain a clearer picture of the opportunities available.

Keynote speakers offer inspiration and practical advice

A highlight of this year’s programme will be the event’s keynote speakers, offering inspiration and practical advice from some of the UK’s most successful business minds.

On Friday, Anisa Khan, founder of viral culinary brand Bombay Pizza and a 2025 finalist on the BBC’s The Apprentice, will deliver her keynote, ‘From solo to scale: A founder’s playbook for growth’. Khan will share the lessons learned from turning an idea into a scalable business: from building a strong brand and leading teams to navigating the challenges that come with growth.

On Saturday, Piers Linney, entrepreneur, serial investor and former dragon on BBC’s Dragons’ Den, will take to the stage for ‘Putting AI to work’. With extensive experience building and investing in businesses, Linney will explore how entrepreneurs can harness artificial intelligence to work smarter, improve efficiency and create new opportunities for growth.

Seats for both keynotes are allocated on a first-come, first-served basis, so visitors are encouraged to arrive early to secure their place.

Take your franchise portfolio to the next level

For existing franchisees and ambitious entrepreneurs, the Multi-unit Franchise Conference, taking place on Friday, offers a dedicated opportunity to focus on growth.

The conference brings together experienced franchise operators, industry experts and business owners who are looking to move beyond a single unit and build a larger, more successful franchise portfolio.

Delegates will have the opportunity to learn how experienced operators scale from one unit to multiple franchises, discover practical strategies for

● The Multi-unit Franchise Conference, sponsored by akerman.

managing growth and connect with fellow growth-focused entrepreneurs.

It also provides a valuable opportunity to explore new investment opportunities at the co-located National Franchise Exhibition.

Ready to unlock the potential of franchising?

The National Franchise Exhibition, exclusively supported by the British Franchise Association, provides resources for entrepreneurs at every stage, including expert guidance, opportunities to meet franchise consultants and access to experienced professionals who can help answer questions around investment, finance, business planning and the legal practicalities of franchising.

Whether you’re researching your first franchise, looking to add another brand to your portfolio or considering franchising your own successful business, the exhibition provides the opportunity to have meaningful conversations with the people who can help you take your next step.

28 Autumn, 2026 | www.franchiseworld.co.uk

Tracy Shah, managing director of Venture Marketing Group, the exhibition organisers, comments: “Running for more than 30 years, The Franchise Exhibitions are industry-leading events with exhibitors representing a range of sectors from food and beverage to care, education and fitness.

“The exhibitions have helped thousands of people find their perfect franchise opportunity and we cannot wait for more of the same this year at the NEC, Birmingham.” l To learn more and secure your free ticket to the exhibition, visit www.franchiseinfo.co.uk. n

FRANCHISEE’S £4M GROWTH INVESTMENT

● JJ O’Hara, centre, with fellow OCO directors,

Andy Hay (group finance) and Jolene Hamilton (operations).

Starbucks franchisee to invest £4m in new stores O

CO, one of Starbucks’ longest operating franchisees in the UK, is set to create 120 jobs as part of a £4m investment in new stores across Scotland and the north of England.

With 12 years of continuous sales growth, OCO currently operates 23 stores across the region, employing around 480 people, and plans to grow to 29 stores by the end of 2027 with the majority of the new sites expected to be drive-thru’s.

Building and empowering its ‘partners’

The expansion plans follow OCO’s recent recognition as one of The Sunday Times Best Places to Work, with the business pointing to real living wage pay, internal promotion and investment in training as central to supporting its people – known internally as ‘partners’.

OCO said an important part of this is building and empowering teams where people can see a future in hospitality, not always just a short term job. Last year 83 per cent of promotions across the business were filled internally as people progressed into new roles.

More than half of OCO’s workforce

“

Paying a fair wage, investing in proper training for our teams and giving people the right conditions to thrive – that’s what builds a great culture. – JJ O’Hara

hold the Coffee Master qualification, Starbucks’ advanced barista training programme, which the company describes as earning the ‘black belt’ of coffee making.

JJ O’Hara, who founded OCO after opening his first Starbucks in Dumfries in 2013, said the company chooses to pay all baristas, regardless of age, the real living wage of £13.45 per hour.

take more pride in their work, they deliver a higher standard for customers and ultimately enjoy what they do. It’s a win-win.”

“For me, integrity works both ways. Paying a fair wage, investing in proper training for our teams and giving people the right conditions to thrive – that’s what builds a great culture.

“When you get that right, our partners

OCO supports local causes and actively encourages its employee partners to take part in fundraising. For one of its nominated charities, Beatson Cancer Charity, the company recently raised over £34,000.

l Starbucks does not offer standard retail franchise opportunities for individual investors. Instead, it operates main locations as company-owned stores and partner with large corporate or approved operational groups for licensed store formats. n

www.franchiseworld.co.uk | Autumn, 2026 29

OPINION PIECE: PET CARE FRANCHISES

● Petpals offers a wide range of pet care services, from dog

boarding to cat sitting, small pet sitting, dog walking, a pet taxi service, and more.

Six years after the pet boom: why demand for pet care isn’t going anywhere By Kevin Thackrah, Director, Petpals

ix years ago, during pandemic lockdowns, life looked very different. With millions of people suddenly spending far more time at home, many households decided it was finally the right moment to welcome a pet into the family.

At the time, there were plenty of questions about what would happen when normal life returned. Would the pet ownership boom last once people went back to work, started travelling again and found themselves with much less time at home?

Six years on, there’s a clear answer. According to UK Pet Food’s 2026 research, 62% of UK households now own a pet, while the UK is home to an estimated 15.5 million dogs – three million more than in 2021.

But numbers only tell part of the story. What’s particularly interesting is how

life has changed around those pets. Here, I explore what today’s busy lifestyles mean for demand for professional pet care and why the trends are worth paying attention to for prospective franchisees.

The pets stayed, but life moved on

Think about the daily routine of a dog owner during lockdown. The commute disappeared, somebody was usually at home and a lunchtime dog walk could easily fit around a video call.

Fast-forward to 2026 and that routine is much harder to rely on. People are commuting again, going on holiday, seeing friends and juggling family commitments. Hybrid working has made routines less predictable too, with an owner potentially at home one day and in the office the next.

The dog, of course, doesn’t know that Tuesday has unexpectedly become an

30 Autumn, 2026 | www.franchiseworld.co.uk

office day. It still needs its walk. Owners still want to give their animals the best possible care. They just can’t always be there to do everything themselves. That could mean relying on a regular dog walker during the working week, arranging care while they’re away or simply needing an extra pair of hands when plans change.

These aren’t unusual situations. They’re part of owning a pet alongside everything else that fills modern life. And as owners have become busier again, reliable support has naturally become more valuable.

Beyond the lockdown boom

It’d be easy to assume that demand will eventually taper off as the so-called ‘lockdown pets’ get older. The latest figures tell a different story.

Perhaps one of the clearest signs that this goes beyond the lockdown boom

“

It’d be easy to assume that demand will eventually taper off as the so-called ‘lockdown pets’ get older. The latest figures tell a different story.

can be found among younger generations. Recent research shows that 78% of Gen Z and 73% of Millennials in the UK own a pet.

These aren’t simply the owners who brought home a pet during lockdown. Younger generations are continuing to make animals a big part of their lives, suggesting that high levels of pet ownership have much more staying power. For many younger owners, those animals will be alongside them through some of the biggest changes in their lives over the years ahead.

A dog brought home today could be part of the family for well over a decade. An owner’s circumstances might look completely different five or 10 years from now, and the support they need to care for their pet can change with them.

So, the story is no longer simply about the wave of animals acquired in 2020. New pets are continuing to enter UK homes and, with them, come years of responsibility and the potential need for professional support.

One pet, plenty of different needs

That support can also take many different forms over the course of a pet’s life.

A puppy might need daytime visits while it settles into a routine. As it gets older, regular walks could become the priority. Later, both the pet and its owner may need something different again.

And it’s not just dogs. PDSA figures show that 31% of UK pet cats now live indoors only, more than double the 15% recorded in 2011. For owners who are away, that can create a need for regular home visits to provide the care, attention and companionship their cats would usually receive from them.

For a pet care business, that means demand can come from different animals, services and stages of life.

IN BRIEF A customer who first needs help with a puppy may go on to need regular walks or holiday care, while cat owners may need trusted support in their own homes.

At Petpals, providing different services to meet those evolving needs has shown how important that continuity can be. Owners aren’t necessarily looking for a new solution every time their circumstances change. Often, they simply want someone they already trust to be there when they need them.

That creates the potential to build lasting customer relationships around a range of recurring needs. And in a business as personal as pet care, those relationships can be incredibly valuable.

A need grounded in real life

Nobody can predict exactly how Britain will work or live in another six years. But the fundamentals underpinning professional pet care are difficult to ignore.

High levels of pet ownership among Gen Z and Millennials suggest a new generation is continuing to embrace the responsibility of having an animal. And those responsibilities don’t become any less important when life changes around them.

For prospective franchisees, that’s a reassuring foundation on which to build a business. The opportunity isn’t dependent on pet ownership continuing to grow at pandemic-era rates or on predicting what the next big consumer trend might be. The pets are already here, new owners are continuing to welcome them into their homes and the responsibility of caring for them lasts for years.

www.petpals.com/franchise

● The Frasers Plus Braehead store.

AUNTIE ANNE’S, the soft pretzel and food-to-go franchise, has opened in the food court of Frasers Plus Braehead in Glasgow. The site has created 12 new jobs and marks the second location in Scotland.

Serving the brand’s signature handrolled and freshly baked pretzels on site each day, the store forms part of its strategy to scale in high-footfall retail and leisure destinations.

Auntie Anne’s is exploring additional opportunities in Scotland and is looking for sites and franchisees in regions including Aberdeen, Dundee and Sterling.

‘Showcase the strength of our offer’

Six years after the pandemic pet boom, professional pet care is no longer responding to the unusual circumstances that kept so many people home. It’s responding to the realities that came afterwards.

And as long as pets remain such an important part of people’s lives, there’ll be a need for trusted support in caring for them. n

Auntie Anne’s opens its second store in Scotland

Max Burton, managing director of Auntie Anne’s UK&I, said: “As we look to expand in Scotland, this flagship store is really important for us. Not only will it help in building brand awareness, it will also present opportunities to showcase the strength of our offer to prospective franchisees.”

Ashley Bisland, centre director of Frasers Plus Braehead, added: “The freshly baked pretzels are a great fit for visitors looking for a quick bite while they shop, meet friends or enjoy a family day out, and this opening helps us offer even more choice for visitors.” l Auntie Anne’s, founded in 1988 at a Pennsylvania farmer’s market, today operates more than 2,000 locations in over 25 countries. n

www.franchiseworld.co.uk | Autumn, 2026 31

RESTAURANT-STYLE SUSHI ‘ON THE GO’

YO! accelerates expansion with Tesco kiosk openings Y

O! Sushi is continuing its UK expansion with the launch of nine new Tesco kiosks, building on recordbreaking sales across its supermarket estate and responding to the UK’s growing appetite for sushi and Japanese food.

The new sites, in Bristol, Ashford, Rochdale, Sudbury, Sutton Cheam, Mold, Bracknell North, Thetford and Clowne, will create further franchise opportunities for entrepreneurs looking to invest in one of the UK’s largest sushi brands.

The continued success of the YO! supermarket format reflects wider consumer trends, with demand for convenient, premium grab-and-go meals continuing to rise.

Each new YO! kiosk has been carefully selected in partnership with Tesco, and will occupy a prominent location within a busy supermarket environment, benefitting from strong customer footfall and established local catchment areas.

The franchise offering

New franchise partners will receive a fully fitted YO! kiosk, comprehensive training, ongoing operational and business support, dedicated marketing assistance and the opportunity to partner with one of the UK’s most recognisable food brands.

YO! said with its proven operating model and strong consumer demand, franchisees are well positioned to build successful, scalable businesses.

Carl Webber, managing director of Wonderfield Group, the parent company of YO!, said: “Our Tesco kiosk network continues to go from strength to

“

The appetite for fresh sushi has never been stronger, and these nine new openings represent another important step in our growth strategy.

strength, with many locations achieving record sales as more consumers embrace Japanese food as part of their everyday shopping habits.

“The appetite for fresh sushi has never been stronger, and these nine new openings represent another important step in our growth strategy.

We’re excited to welcome new operators into the business and continue building on the success we’ve achieved together.

32 Autumn, 2026 | www.franchiseworld.co.uk

“Working alongside Tesco allows us to bring the YO! experience to even more communities across the UK while creating fantastic opportunities for ambitious franchise partners.” l YO! opened its first restaurant in 1997, introducing conveyor belt sushi dishes dining. Now, through its sushi kiosks, customers can experience its team rolling freshly made restaurantstyle sushi ready to go. n

www.yosushi.com/franchise

ADVICE FOR POTENTIAL FRANCHISEES

Set realistic expectations of ongoing help and support By Rik Hellewell, Founder and Managing Director, Ovenu

hen researching franchise opportunities, the ongoing help and support offered is almost certainly near the top of your checklist.

It is routinely highlighted as the single biggest advantage of investing into an established network rather than launching an independent business from scratch. The promise of having a corporate team standing behind you provides immense reassurance, particularly for first-time business owners.

However, a lack of clarity around what help and support actually means in practice is one of the most common sources of friction between franchisors and new franchisees.

on product supply. There is no standard industry rate and support levels vary accordingly:

tools, frameworks and updates required to consistently replicate and duplicate that proven formula.

l Lean/lower-fee models: They typically focus heavily on core system maintenance, brand protection, software provision, and central manual updates. Direct, one-on-one executive contact may be minimal.

It’s proactive and system-wide, operating continuously in the background to maintain the health and competitiveness of the entire network. l Operating manuals and playbooks:

Maintaining up-to-date documentation covering technical standards, service delivery, legislative compliance and brand guidelines.

l High-fee/premium models: They can

l System-wide marketing: Brand positioning, central website maintenance, national advertising campaigns and adapting to global search trends or social media shifts. l Technology infrastructure: Centralised

CRM platforms, job-booking software and data analytics that streamline local operations.

l Network training and communication:

Regular webinars, annual conferences, peer-to-peer knowledge sharing and system updates.

Support is designed to empower you to solve your own routine problems by referring to a modern, robust operational blueprint.

Ongoing support – the engine of system duplication

The economics of support: Matching expectations to fees

Its primary function is not to run your business for you, but to give you the

“

A critical consideration for prospective buyers is how the depth of ongoing support directly correlates with the network’s fee structure.

Franchisors collect ongoing revenue through fixed management fees, percentage-based royalties, or margins

A lack of clarity around what help and support actually means in practice is one of the most common sources of friction between franchisors and new franchisees.

Prospective franchisees must align their expectations with what they are paying for. It is unrealistic to expect daily hand-holding in a low-royalty model, just as it is unreasonable for a high-royalty network to offer only automated email updates. Understanding this commercial balance prevents frustration down the line.

The living playbook: Evolving with the market

To evaluate an opportunity effectively, you must understand they are two entirely different mechanisms, each serving different purposes, carry different boundaries and dictate how you will run your day-to-day business.

Ongoing support is the essence of the franchise model. When you pay an initial franchise fee and ongoing royalties, you are buying access to a tried, tested and trusted business model.

fund dedicated field support managers, frequent site visits, tailored local marketing assistance and ongoing coaching.

A static business model is a dying business model. Part of your ongoing support includes the franchisor constantly monitoring macroeconomic trends, consumer behaviour and technological advances so that you don’t have to navigate those shifts alone.

Consider how dramatically the commercial landscape changes; the global pandemic, the rapid rise of remote and hybrid working, shifting social media dynamics, and artificial intelligence.

An effective franchisor continuously updates the core operations manual, transforming it into a ‘Live strategy framework’. They test new methods, discard obsolete tactics, and pass those refined insights down to the network. ➥ www.franchiseworld.co.uk | Autumn, 2026 33

“

Joining a franchise network gives you a proven blueprint and a safety net, but it does not remove the need for personal accountability.

Your royalty fees pay for this ongoing adaptation, ensuring your local business remains relevant without requiring you to reinvent the wheel.

Ongoing help – the focused, short-term intervention

As ongoing support is the structural track the business runs on, help is the ‘emergency recovery vehicle’ brought in when the business is derailed.

Reactive, temporary, and targeted

Unlike proactive, network-wide support, help is purely reactive. It is triggered when an individual franchisee experiences a specific operational failure, a sharp dip in local performance, or a crisis that threatens the viability of their business. l One-off remedies: Help is designed to diagnose why a franchisee has stopped replicating the business model effectively, apply a specific operational fix, and restore performance back to the baseline. l Time bound: Once the immediate

issue is rectified and the franchisee is restored to self-sufficiency, the franchisor steps back.

Over-extending help creates operational dependency. A franchisor who permanently steps in to manage a struggling franchisee’s day-to-day workload is no longer running a franchise system; rather they are subsidising an underperforming operator, which compromises resources for the rest of the network.

The qualification boundary

A key aspect of setting expectations is understanding where a franchisor’s expertise starts and ends.

Qualified franchisors step in to help with operational issues: diagnosing why local enquiry conversion has dropped, retraining staff on service techniques, auditing local marketing spend, or refining diary scheduling. These are

ADVICE FOR POTENTIAL FRANCHISEES areas where the franchisor has proven expertise.

However, franchisors are not qualified to offer, for example; advice on personal relationships, bereavement counselling, mental health support, or medical commentary.

While a ‘good’ franchisor will always demonstrate empathy and compassion when a franchisee faces personal hardship, they must maintain strict professional boundaries. A franchisor offering unqualified advice on personal matters creates significant risk for both parties. Prospective franchisees should expect professional business remediation and not personal therapy.

A real-world scenario

To see how support and help interact in practice, consider this real-world scenario from the Ovenu network.

required a one-off, situational intervention to audit their local activity, identify where they had strayed from the updated manual and coach them back onto the current playbook.

Final advice for prospective buyers

A franchisee, who launched in 2019, contacted our head office this year concerned that enquiry levels had quietened down.

When asked about the current daily routine, the franchisee remarked: “I can't understand it – I’m doing nothing differently now to what I’ve always done.”

This response highlights a classic misunderstanding of how franchising works:

Joining a franchise network gives you a proven blueprint and a safety net, but it does not remove the need for personal accountability.

As you evaluate franchise opportunities, keep these core principles in mind:

l Assess the support: Look closely at the operations manual headings, training schedules and system updates. Ensure the level of proactive support offered aligns directly with the ongoing fees charged. l Understand the help: Ask clear questions about how the franchisor handles underperformance. What specific interventions occur when a business struggles and what are the boundaries of that assistance?

l The role of on going support: Between 2019 and 2026, we continually adapted the model – hosting virtual briefings, updating the digital strategy, publishing revised operational guidance and refining CRM workflows to adjust for hybrid working patterns and modern search habits. This was the ongoing support offered to the entire network.

l Commit to adaptation: Recognise

l The failure to duplicate: The franchisee

had ignored the updated systems, relying instead on 2019 tactics in a 2026 market. Doing what you’ve always done in a changing world inevitably leads to declining performance. l The need for help: Because the

● Rik Hellewell engaging with the Ovenu network of franchisees at its annual conference.

franchisee had fallen out of step with the updated model, our role shifted from broad support to targeted help. This

that buying a franchise requires you to actively implement the updated tools provided by the network.

Ongoing support keeps the business model sharp and relevant. Help gets you back on track when you hit an operational wall. Knowing the difference before you invest sets the foundation for a successful, sustainable franchise journey. n

www.ovenu.co.uk/franchise

www.franchiseworld.co.uk | Autumn, 2026 35

tenreformer. An unmissable market opportunity from the UK’s leading Pilates provider While the UK fitness sector is growing strongly, Reformer Pilates is outperforming the sector spectacularly. It’s now the most searched for workout on google. And with fewer than 1,000 Pilates providers for the whole of the UK, demand remains untapped. Against that backdrop, meet tenreformer. Created by Ten Health & Fitness, Reformer Pilates brand leader and acknowledged sector expert, it’s an unmissable opportunity for ambitious entrepreneurs. t Single and master license options available from £25,000. t Full payback approx 26 months, 5-7 times est ROI. t Funding available through HSBC, Bluestone leasing and the Growth Guarantee Scheme. t No fitness sector experience necessary. We provide all the support needed to grow & scale your business. Interested? Let’s talk. web: tenreformer.com email: info@tenreformer.com insta: @tenreformer

RAZZAMATAZ THEATRE SCHOOLS: FRANCHISEE CASE STUDY

Razzamataz’s shy student to business ownership W

hen most people imagine becoming a business owner, they picture years of corporate experience. For 24-year-old Murron Lees (below), the journey started in a very different place, as a shy nine-year-old walking nervously into her first Razzamataz school class.

Today, Lees is the new Principal and franchisee of Razzamataz Edinburgh, while studying for a Master’s degree in Psychology at the University of Edinburgh on the Child and Adolescent pathway.

Her journey demonstrates how confidence, opportunity and the right support can lead to business ownership.

Foundations of confidence

Lees explained she didn’t attend Razzamataz classes because she wanted a career in performing arts. “My parents recognised that I was painfully shy and hoped it would help me build confidence. I never put myself forward for anything and found new situations really overwhelming.

“It felt daunting at first, but there was a ‘buddy’ system which helped me settle in. Gradually, I became more excited than nervous and started to discover a love for performing. Looking back, that’s where my confidence began.”

The transformation wasn’t overnight, but the skills she developed would shape every stage of her future.

Building a career from within the business

When Lees turned 16, many of her friends left Razzamataz and she assumed she would too. “After our final show myself and a

friend went to say goodbye to Zoe, our Principal. She asked if we’d like to become teaching assistants. In that moment I realised I didn’t actually want to leave and said yes straight away.”

That simple invitation opened the door to an entirely new career. Lees progressed from an assistant to drama teacher before taking on administration and management responsibilities, giving her valuable insight into how the business operates.

“When every opportunity came along to stay involved with Razzamataz, I wanted to explore it. So when Zoe told me she was moving on, becoming the new Principal felt like the natural next step.”

‘Franchise culture of support’

Taking over a business at 24 is a significant step, but Lees said she never felt like she had to do it alone. “The support has been incredible. Head office and Principals across the network have been there every step of the way. You’re encouraged to ask questions without ever feeling like you’re asking something silly.”

Lees believes that culture of support is one of the greatest strengths of the franchise. “I love the ethos. There’s guidance without unnecessary pressure and everyone genuinely wants you to succeed.”

Denise Gosney (right), founder and managing director of Razzamataz, said:

“One of the most rewarding aspects of our franchise network is seeing people grow personally as well as professionally.

“Murron’s journey from shy student to business owner shows what can happen when people are given confidence, support and opportunity.”

Ambitions for Edinburgh

As the school relaunches, Lees has ambitious plans to grow student numbers, introduce Razzamataz Tots classes for younger children, build stronger community partnerships and create exciting performance opportunities.

She is also passionate about developing future leaders. Already, senior students have approached her about becoming teaching assistants.

It feels like the circle is continuing, said Lees. “I was once the child looking up to my teachers and now students are asking how they can follow that same path.” l Razzamataz Theatre Schools inspirers confidence and creativity through performing arts, helping young people discover their potential and grow both on and off the stage. n

www.razzamataz.co.uk/franchise

www.franchiseworld.co.uk | Autumn, 2026 37

Secure your UK territory. Build your business. Create your future.

We mentor SME owners into becoming professional entrepreneurs — building companies that are stronger, more pro table, and more rewarding to run.

E: info@thextonarmstrong.co.uk | W: thextonarmstrong.co.uk/join-us

QSR BACKED BY KREPT & KONAN

Smacks system sales growth and accelerated franchisee recruitment programme S

macks Burgers & Hot Chicken, a quick-service restaurant chain operating 14 sites across the UK and internationally, has reported a 49 per cent year-on-year increase in system sales for the first quarter of 2026, as it accelerates plans to open 25 new locations over the next 18 months.

UK-founded in 2021 by restaurateur Kaysor Ali and backed by the rap duo Krept & Konan, the smashed burger and hot chicken brand reported sales growth was across both company-owned and franchise sites, as it becomes a go-to destination for affordable and flavourful meals.

Each day Smacks grinds 100 per cent Angus beef on site to create its patties and serves thousands of portions of hot breaded chicken to customers, driven by strong demand for its signature products, such as dipped ‘smicken’ chicken burgers and wings, and Nashville ‘jumbo’ tenders.

Recent store openings

The sales growth was also driven by a series of franchisee store openings in Glasgow, Cardiff and Brighton, and a company-owned store in Victoria, London. The next, and its first site at a travel location, is set for Morden Underground Station, southwest London.

Ali said: “There is so much momentum within our business at the moment. Across the UK, we are seeing consumers who are still willing to spend on eating out, but are being more selective over what they are eating.

“

“For us, the next phase is about finding

the right franchise partners and locations to help bring Smacks to more communities, while establishing our brand as the go-to for quality meals.”

Our growth demonstrates real demand for high-quality, fresh and tasty meals, served at affordable prices. – Kaysor Ali

l Smacks is aiming to open 100 UK stores by 2029 through its hybrid model of company-owned restaurants and franchisees. It has achieved more than 26 million organic social media interactions. n

www.eatsmacks.com/franchise

www.franchiseworld.co.uk | Autumn, 2026 39

‘FEEL GOOD MEX’ GROWTH

“

We’re entering our second year of franchising with a clear roadmap for growth and a strong pipeline of opportunitiess. – Emily Teh

Zambrero’s successful first year UK recruitment drive Z

ambrero, the Mexican-inspired quick-service restaurant brand, has signed 14 franchise partners in the first year of launching its UK franchise recruitment programme.

It currently operates 16 restaurants across London, Manchester, Birmingham, Reading, Basingstoke, Essex and Glasgow, marking progress towards the initial plan to open 100 restaurants nationwide by 2030.

Zambrero said this early success demonstrates the clear appeal of its franchise proposition, which combines a simple operational model with a purpose-led mission through Plate 4 Plate – its humanitarian initiative.

To support the continued growth of the franchise network, Zambrero has also appointed three development agents to drive regional expansion across 14 counties in the UK.

Emily Teh (left), chief executive of Zambrero UK, said: “One of the most encouraging aspects of our first year of franchising in the UK has been the people joining the network.

“We’re attracting entrepreneurs with a genuine passion for hospitality, community engagement and business

● Zambrero has over 350 restaurants in Australia, Ireland, New Zealand, the U.S. and UK.

growth, and that’s exactly what we’re looking for as we expand.

“With the expertise of our development agents, we’re creating a support structure that gives franchise partners the tools, guidance and confidence to succeed from day one.”

Beyond the franchise programme success, Zambrero reached another milestone over the past 12 months, surpassing 100 million meals donated through its Plate 4 Plate initiative.

‘Business can be a force for good’

Founded by Australian entrepreneur and philanthropist Dr. Sam Prince, Zambrero was built on the belief that business can be a force for good, combining great food with meaningful social impact.

For every burrito or bowl purchased at a Zambrero restaurant, a nutritious meal is donated to someone in need through the brand’s global distribution partner, Rise Against Hunger.

Now, two decades after the initiative was launched, Plate 4 Plate remains a defining part of Zambrero’s identity and

40 Autumn, 2026 | www.franchiseworld.co.uk

the reason the brand proudly describes itself as ‘Feel Good Mex’.

Teh commented: “Plate 4 Plate continues to resonate strongly with prospective franchise partners because it demonstrates that commercial success and social impact can go hand in hand. It’s a genuine point of difference for Zambrero and remains one of the reasons people choose to join our network.”

Zambrero said it continues to innovate its menu with popular limited-time offers and the introduction of new Power Bowls which has delivered strong sales growth, with like-for-like sales increasing by 28 per cent over the past 12 months.

Teh concluded: “From new restaurant openings and franchise recruitment to digital innovation and operational enhancements, we’re investing in every area of the business to ensure Zambrero remains an attractive proposition for both customers and franchise partners as we continue our expansion.” n

www.zambrero.co.uk/franchise

BFT ALLIANCE WITH PILLAR

“

We’re focused on creating practical opportunities that help franchisees grow revenue while enhancing the member experience. – Cameron Falloon

BFT partnership creates value for both gym members and its franchisees B

ody Fit Training (BFT), the international boutique fitness studio, has announced a new global partnership with PILLAR Performance, one of the world’s leading performance and recovery brands.

Unveiled at BFT’s conference in Cairns, Australia, the collaboration marks the first time a performance and recovery partner will be rolled out across BFT’s network, providing another example of how the brand is looking beyond the workout to create value for both members and franchisees.

PILLAR Performance, founded by former rugby union player Damien Fitzpatrick, specialises in science-backed micro-nutrition products that support recovery, sleep, energy and performance, and is trusted by over 200 professional teams in elite-level sport leagues.

PILLAR’s product portfolio

BFT said gym members will now have direct, in-studio access to PILLAR’s product portfolio. The core range includes Triple Magnesium, Creatine Monohydrate, and Ultra Omega & Collagen Repair. Every product is 100% Informed Sport Certified to give members total confidence and transparency.

Cameron Falloon, founder of BFT, said: “For the first time in our history, we

● Damien Fitzpatrick addresses attendees at the BFT conference.

have secured a premium, global partner that services every single one of our regions. But this isn’t just about a logo on a wall, it’s about brand DNA.

“PILLAR was built on the exact same belief we hold at BFT – that recovery is the engine of performance. This partnership gives our studios a consistent 40% gross margin secondary revenue stream with a brand members will actually be proud to carry in their gym bags.”

Fitzpatrick added: “Our mission is simple: to shift health from preventative to performance. Whether that’s on a world stage or in your local BFT studio, performance is performance. We’re here to help the BFT community get more out of every session, and we can’t wait to show them what that looks like.”

Fallon concluded: “We’re focused on creating practical opportunities that help franchisees grow revenue while enhancing the member experience.

“The rollout is supported by launch incentives, educational resources, marketing assets and activation offers to help franchisees maximise the opportunity from day one.” n

www.bodyfittraining.au/franchise

www.franchiseworld.co.uk | Autumn, 2026 41

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.

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

ADVICE FOR POTENTIAL FRANCHISEES

Worried your career could have an age limit? Learn from the creative sector By Lisa Stead, Chief Executive, Stagecoach Performing Arts

or many performers, there comes a moment when they start thinking differently about the future.

It might happen after years of auditions, touring contracts, freelance work or balancing multiple jobs alongside their creative career. It might come when family priorities change, when financial stability becomes more important or when they simply begin asking what the next chapter looks like.

There’s often an unspoken pressure within the creative industries that careers have an expiry date.

Dancers worry about the physical demands of performing. Actors face fierce competition for roles. Musicians navigate uncertain income streams. Many talented people begin to wonder whether there’s a point where they have to leave the industry they love behind.

But perhaps the question isn’t whether careers end. Maybe it’s whether we define them too narrowly.

Here, I share why you shouldn’t underestimate the value of the skills you’ve spent years developing – whether that be in the creative industries, sports or sectors where AI is taking the lead.

I suggest that franchising can offer a way to build a long-term career that keeps your creativity and hard-earned skills at its heart.

Your experience is more valuable than you think

Performers often focus on the technical skills they’ve mastered: singing, dancing, acting, directing or teaching. But throughout their careers, they’ve

usually developed something much broader. They’ve learned how to communicate, inspire confidence, engage audiences, solve problems under pressure and build meaningful relationships with people from all walks of life.

These are not skills that lose value with age. In many cases, they become even more powerful. The challenge is recognising that those abilities can be applied beyond performance itself.

Creative careers evolve – they don’t have to end

One of the biggest misconceptions creative professionals face is that there are only two options: continue performing or leave the industry altogether. The reality is far more varied whatever the sector you’ve gained your experience within.

Many successful creative professionals move into leadership, mentoring, teaching, coaching or business ownership. They remain connected to the sector they love while building a career that offers greater stability, flexibility and long-term growth.

For performers in particular, franchising can create an opportunity to continue sharing their passion while stepping into a different kind of role.

You don’t have to stop being creative to become a business owner

Some people worry that business ownership means leaving creativity behind. In reality, many creative franchisees find the opposite. Running a performing arts school allows them to use their experience every day. They shape opportunities for young people, build confidence in others and create environments where creativity can flourish.

The difference is that they’re no longer relying solely on auditions, contracts or freelance work to build their future. Instead, they’re creating an asset and a business that can grow alongside them.

The next chapter can offer more stability without sacrificing purpose

For many people, career longevity isn’t just about income. It’s about continuing to do meaningful work. Creative ➥ www.franchiseworld.co.uk | Autumn, 2026 43

ADVISORY ARTICLE

“

KITCHEN MAKEOVERS EVENT

At Stagecoach, we see talented creative professionals build successful businesses every year by taking the skills they've already developed and applying them in a new way.

professionals often want to stay connected to the arts because it’s part of who they are. They want to keep making a difference, inspiring others and sharing what they’ve learned.

Franchising can provide a structure that supports those ambitions while also offering something many creative careers struggle to guarantee: stability. It’s not about stepping away from creativity. It’s about creating a future where creativity can continue to play a central role for years to come.

Three things to remember if you’re worried about career longevity 1. Your career is bigger than your job title The skills you’ve developed throughout your career are transferable and valuable in far more settings than you may realise. 2. Experience becomes an advantage Many of the qualities that help people succeed in business – communication, resilience, emotional intelligence and leadership – often strengthen with experience.

● Franchisee conference attendees.

Celebration of network success at conference K

itchen Makeovers brought together franchisees, suppliers and their head office team from across the UK for its annual conference in June, celebrating another year of growth, collaboration, and franchisee success.

With a network now spanning more than 40 franchisees nationwide, the conference provided an opportunity to reflect on achievements from the past 12 months, share best practices, and equip franchisees with new ideas and strategies to support future growth.

3. The next chapter can be your own Building a business allows you to shape your future rather than waiting for opportunities to appear.

Will Frankling, co-founder of Kitchen Makeovers, said the annual conference is always one of the highlights of the year. “It allows us to bring the entire network together, celebrate achievements, learn from one another and strengthen the relationships that make the business so successful.”

Rethinking what a career looks like

Event content

The idea that careers have an expiry date is becoming increasingly outdated. For many people, the most rewarding and sustainable chapter comes after their first act. It’s the point where years of experience, passion and expertise can be channelled into something that offers both purpose and long-term opportunity.

At Stagecoach, we see talented creative professionals build successful businesses by taking the skills they’ve already developed and applying them in a new way. Their creative careers haven’t ended. They’ve simply evolved. n

www.stagecoachfranchise.com

The daytime conference featured supplier speed networking sessions with key partners, alongside exhibition stands, networking opportunities and presentations from guest speakers.

A key part of the programme was delivered by Berkeley Harris of Sandler Training, who provided an upbeat and motivational contribution to the conference across two sessions focused on strategy, structure, skills and staff development.

The event concluded with the annual Kitchen Makeovers awards in the evening, recognising outstanding

44 Autumn, 2026 | www.franchiseworld.co.uk

“

The event allows us to bring the entire network together, celebrate achievements, learn from one another and strengthen the relationships that make the business so successful. – Will Frankling

achievement from across the growing network and celebrating franchisees who have delivered exceptional results over the past year.

Awards included recognition for members of the £100k Club, alongside Highest Turnover, Highest Growth Percentage, Best Social Media, Best Makeover, Highest Individual Sale, Best Newcomer and Rising Star.

Among the evening’s top honours, Colin and Michelle Blackburn of Kitchen Makeovers Cambridge were named Franchisees’ Franchisee of the Year for the second consecutive year, while Will and Charlie North of Kitchen Makeovers Crawley received the coveted Network Champion of the Year award.

Will and Charlie commented: “For us, success isn’t just about smashing our own targets; it’s about sharing what works, helping out other owners where we can, and moving the whole brand forward. We’re incredibly proud to take this award home, but even prouder to be part of this community.” l Kitchen Makeovers specialises in cost-effective kitchen renovations through replacement doors, worktops and other upgrades without the need for a full refit. n

PR ADVICE FOR FRANCHISORS

Want more franchisees? Start putting people off By Lucy Archer, Co-founder, Rev PR

f I told you the answer to your franchise recruitment problem was to put more prospects off, you’d probably think we’d lost the plot over here at Rev.

As franchisors, you spend an awful lot of time thinking about how to make your opportunities more attractive. Polishing websites and brochures, finding the best franchisee stories and building campaigns designed to convince prospective franchisees that this could be the business for them.

And those of us working in PR are as guilty as anyone. We’re trusted to find the great stories. To shout about the successes for franchisees and their communities and give people reasons to take notice of a particular brand. But perhaps it’s time we all got a little better at telling prospects why an opportunity might not be for them too.

The regulation debate

It’s a particularly interesting thought right now. UK franchising is under scrutiny, with the Government commissioning not one, but two reviews into how the sector is regulated following this increased scrutiny of the franchise model. The Business and Trade Committee has already called for the Government to consider whether greater statutory oversight is needed.

Where that ends up is anybody’s guess, and I’m certainly not going to attempt to solve the regulation debate here. I’ll leave that to people far better qualified in that area than me! But there is something every franchisor can control

“

starting today: what you tell people before they join your network.

‘... and not misleading’

As I’m sure everyone knows, The British Franchise Association’s ‘Code of Ethics for Franchising’ already states that “franchise recruitment advertising and publicity should be objective and not misleading”. Of course it should. But I wonder whether, in the current climate, simply ‘not misleading’ is a high enough ambition.

Because you can be completely factual and still paint a very rosy picture, can’t you? You can feature the franchisee turning over £1m without talking about what an average franchisee achieves.

We all sound rather brilliant! I say this with affection because the team at Rev have worked in franchising for more than 50 years’ collectively, but franchisors do have a habit of saying the same things.

Proven business model. Comprehensive training. Ongoing support. Fantastic opportunity. Growing market. Be in business for yourself, not by yourself.

Tell prospects what new franchisees usually find hardest. Explain how much work the launch period really takes. Talk about mistakes franchisees have made and what happened next.

And, obviously, lots and lots of successful franchisees.

In our experience, they are all perfectly true. The problem is that when everybody says them, they become somewhat meaningless. If every franchise opportunity offers amazing support, how does a prospect tell the difference?

The reality over the theory

You can sell flexibility without mentioning that the first couple of years might involve some seriously long days. You can promise comprehensive support without ever showing what that support looks like when someone is six months in, behind target and asking questions about what’s going wrong for them. None of that is necessarily misleading. But is it useful?

Saying the same things

“

Let prospects hear from perfectly ordinary franchisees, not just your award winners and top performers.

This is where good PR has a job to do. Not finding an even more enthusiastic adjective for your support programme but showing people the reality over the theory. And that means being prepared to talk about the difficult stuff too.

How? Bear with me because you may not like it but there’s a method to the perceived madness! Tell prospects what new franchisees usually find hardest. Explain how much work the launch period really takes. Talk about mistakes franchisees have made and what happened next. Let them hear from perfectly ordinary franchisees, not just your award winners and top performers.

Tell them who struggles in your network. Better still, tell some people they shouldn’t join at all. As many franchise professionals have suggested over the last 12 months, fewer leads might actually be a good thing.

Because surely good franchise recruitment communications shouldn’t be judged simply by how many people they persuade to enquire. They should help the right people recognise themselves in the opportunity and ➥ www.franchiseworld.co.uk | Autumn, 2026 45

Franchisors are finding it harder and harder to meet

good people to join their network.Our PR services raise awareness,build trust and help fill up the pipeline.

PR ADVICE FOR FRANCHISORS give everyone else enough information to realise when it isn’t for them.

If someone reads that they’ll need to spend their first year in business networking relentlessly and thinks, “Absolutely not”, brilliant. If they discover that the franchise requires them to lead a team and they hate managing people, they’ve learned something useful. If the level of investment, likely working hours or realities of winning customers make them run for the hills, that isn’t your communications failing. They’ve done their job.

And what about the prospect who reads all of that and still thinks, “Yep, I want in”? You’ve given them something far more valuable than a sales pitch: a reason to believe what you’re telling them.

Context for informed decisions

This isn’t about airing your dirty laundry. There’s a danger that ‘authenticity’ becomes another marketing trend and we all start desperately looking for things to confess. That isn’t what we mean! Franchisors don’t need to publish every network disagreement or turn their franchise recruitment website into a catalogue of things that could go wrong. They do need to give people enough context to make a genuinely informed decision.

If you publish financial figures, explain what they represent. If you talk about work-life balance, show what that looks like for different franchisees. If you say you offer ongoing support, give real examples of what happens when somebody needs it.

And perhaps stop editing every franchisee story until the person in it sounds superhuman. One of the most reassuring things a prospect can hear from a successful franchisee is that they found something hard. Or got something wrong. Or had a month when they wondered whether the whole thing was going to work. Success becomes much

“

IN BRIEF

more believable when you can see what it took to get there.

That’s the difference between publicity and reputation. One is concerned with getting your franchise opportunity noticed. The other is interested in what people believe about your business once they start looking properly.

Trust people with the truth because there is a bigger issue behind all of this. Franchise prospects are being asked to make a substantial financial and personal commitment. They’re choosing a business that will affect their income, family and working life, often for many years. They are going to do their homework.

So perhaps the brands that will stand out in the next few years won’t be the ones shouting loudest about how marvellous their opportunity is. They’ll be the ones confident enough to let people see the reality and make up their own minds.

Speaking of trust and transparency, as a PR agency, we are quite literally paid to make our clients look good. Sometimes, though, the most useful advice we can give them is to stop trying quite so hard.

Attract the right people

Good franchise communications shouldn’t persuade everyone. They should attract the right people and give the wrong people permission to walk away. Because let’s be honest, if somebody can consume all your franchise recruitment content and still have no idea why they shouldn’t buy your franchise, you probably haven’t told them enough.

MTLL’s new ‘hub’ for franchisees

MORE THAN LOFT LADDERS (MTLL) has opened a new head office to provide its growing network with a dedicated base for training and support. The facility includes the MTLL Academy and a content studio, giving franchisees further resources to help their businesses grow.

For Liam Hobbs, managing director of MTLL, the headquarters in Long Eaton, Derbyshire, is about creating a place where the whole network can come together.

“It’s great to see the office up and running after over a year of planning. I’d love for it to become a real hub for our franchisees, somewhere they enjoy coming to, meeting other people and picking up new ideas,” said Hobbs.

Academy and content studio

If you’d like some help working out how and where to start flashing the laundry, do get in touch. Email me on lucy@revpr.co.uk or call 07921 572554.

l At Rev, we regularly share articles about hot topics and offer advice to help you maximise your PR activities. Follow us on social media to stay updated: LinkedIn, Facebook or Instagram. n

Good franchise communications shouldn’t persuade everyone. They should attract the right people and give the wrong people permission to walk away.

● Liam Hobbs with ‘Larry’ the mascot.

The MTLL Academy, provides a space for franchisees to learn the ropes before heading out on the road. It is also available to existing franchisees looking to refresh their knowledge or to learn new skills.

The content studio gives MTLL the ability to produce more resources that franchisees can use in their marketing campaigns, from introductory videos and customer communications, to social media content.

“This new space gives us the platform to keep developing our people, the resources available to them, and the systems around our franchisees as we move forward,” added Hobbs. l MTLL loft solutions include ladders,

hatches, boarding and insulation. n

www.franchiseworld.co.uk | Autumn, 2026 47

Q&A: FIRST YEAR IN THE ROLE AS MANAGING DIRECTOR

‘Building on the foundations Monkey Puzzle has created over the past 12 years’ F

or more than a decade, Grace Cole (right) has been a key part of Monkey Puzzle Day Nurseries’ journey – helping grow the network, support franchisees and create opportunities for people across the business.

Now, one year into her role as managing director of the children’s nursery, Cole reflects on a milestone year of building on those foundations while continuing to focus on what makes Monkey Puzzle special: its people, its partnerships and its commitment to giving children the best possible start in life.

In this anniversary Q&A, Cole shares the experiences that have shaped her leadership approach, the achievements she is most proud of and her vision for the future of Monkey Puzzle. Q. What has been your biggest achievement during your first year as managing director?

Stepping into the role has been a huge personal milestone, but my biggest achievement has really been building on the foundations we’ve created as a brand over the past 12 years.

I’m incredibly proud to have played a part in opening more than 80 nurseries, creating over 5,000 childcare places and helping more than 1,500 people find rewarding careers across our network.

This past year has been about taking that experience and investing even more in people, systems and specialist support that help our franchisees succeed. We are committed to giving them the confidence

“

Seeing people develop and succeed is certainly one of the most rewarding and inspiring parts of my role.

to build exceptional nurseries and sustainable businesses. Q. What is the biggest lesson you’ve learned about leadership?

Leadership is never about one person. It’s about surrounding yourself with great people, empowering them and trusting them to do what they do best.

For me, success isn’t measured simply by the number of nurseries we open. It’s about making sure every franchisee, team member and family we serve feels supported. Sustainable growth comes from finding the right balance between expanding the network while protecting the quality, culture and values that have always made Monkey Puzzle special. Q. What continues to inspire you in your new role?

The difference we make in all the local communities we operate. Every new nursery means more children receiving exceptional early years education,

Being a Monkey Puzzle franchisee is about so much more than spreadsheets and profit margins. We want people who are ready to build a lasting legacy in their community.

48 Autumn, 2026 | www.franchiseworld.co.uk

alongside giving entrepreneurs the means to build successful businesses, creating jobs and achieving ambitions they may never have thought possible.

I’ve been fortunate to support more than 50 franchisees on their Monkey Puzzle journey, with around 60 per cent of them being women.

As a working mum myself, I’m especially passionate about creating opportunities for women to thrive while balancing family life. Seeing people develop and succeed is certainly one of the most rewarding and inspiring parts of my role. Q. How are you supporting franchisees as the early years sector continues to evolve?

Early years education is consistently changing, so it’s important we evolve too. We’ve invested in specialist teams across quality, recruitment, property and much more to give our franchisees the support they need.

We’re also creating more opportunities for our network to collaborate. Our role is to remove as many challenges as possible so they can focus on delivering

TERRITORY ACQUISITION

“

The fact they’ve chosen to invest in a third territory is a tremendous vote of confidence in both the franchise model and the support available across the network. – Cheryl Harper

exceptional childcare while growing their businesses. Q. What qualities do you look for in a Monkey Puzzle franchisee?

A genuine passion for making a difference. You don’t need an early years background, but you do need strong leadership skills, resilience and a willingness to learn.

We also look for people who value partnership. The strongest franchisees embrace being part of a wider network because they know they don’t have to do everything alone. That’s one of the real strengths of franchising with us.

Being a Monkey Puzzle franchisee is about so much more than spreadsheets and profit margins. We want people who are ready to build a lasting legacy in their community. Q. What does the future look like for Monkey Puzzle?

I’m incredibly excited about what’s ahead. We want to continue growing while maintaining the quality we’re known for and expect of ourselves.

We’ll keep investing in innovation, specialist support and the systems our franchisees need as the sector continues to evolve. More than anything, we want to empower passionate people to help the next generation thrive. l Monkey Puzzle Day Nurseries and Preschool have worked closely with parents, staff and Ofsted to provide children with the opportunities to play, learn and grow within a safe, secure and caring environment. n

www.monkeypuzzlenursery.com

Success leads to a third territory acquisition G

reensleeves Lawn Care franchisees, Jamie and Lesley Clark (above), have strengthened their commitment to the network by investing in a third territory, after building two successful locations in Doncaster and North Yorkshire.

The latest acquisition of North Nottinghamshire marks another significant milestone for the husbandand-wife team, who have spent more than a decade building their first territory into one of the network’s standout performers.

Since acquiring the Doncaster territory in 2011, they have grown turnover from £38,000 to £575,000 in 2025, and after taking on North Yorkshire, they increased turnover there by £75,000 in their first year.

‘Know the local market’

The couple’s decision to expand was underpinned by their confidence in the local market, the strength of the franchise model and the support available from head office.

Jamie said: “We’ve always believed there’s real opportunity in the territories we’ve chosen because we know them so well. I’ve lived in Doncaster all my life and Lesley grew up in York, so we understand the local markets, the communities and where the opportunities are.

“Before taking on any new territory, we do our homework. We look closely at the competition, assess the potential for growth and make sure there is genuine headroom to develop the business.”

The couple added maintaining strong operational foundations has been key to successfully scaling the business.

Lesley explained: “We’ve always run the business carefully and made sure we have the right support systems in place before expanding.

“One of the biggest mistakes growing businesses can make is not having sufficient administrative support. As you grow, the office function becomes more important than ever.

“Having a strong team behind us allows us to focus on customer service, maintaining standards and developing the business rather than getting tied up in day-to-day administration.”

Head office support

The acquisition process was supported by the Greensleeves head office team, helping ensure a smooth transition into the new territory.

Jamie added: “Head office have been exemplary throughout the acquisition process. Their support has been consistently first-class and they remain readily available whenever guidance or assistance is required.”

Cheryl Harper, managing director of Greensleeves, said the Clarks’ continued investment reflects their success and the wider strength of the network: “They are a fantastic example of what can be achieved through dedication, consistency and a commitment to delivering excellent customer service.” n

www.greensleevesfranchise.co.uk

www.franchiseworld.co.uk | Autumn, 2026 49

Europe’s leading franchise lawyers Fieldfisher is a full service, European law firm. Our market leading franchise team has been advising franchise businesses for over 35 years. We advise start-up, growing and mature businesses and their investors on domestic and global expansion, network management issues (including disputes) and exit/transfer issues.

Fieldfisher maintains a superlative franchising practice. Chambers UK 2025

Top ranked for franchising in the UK by Chambers and The Legal 500. fieldfisher.com

Please contact us to find out how our experience and expertise can benefit your business. David Bond Partner +44 (0)330 460 6316 david.bond@fieldfisher.com

Gordon Drakes Partner +44 (0)330 460 6317 gordon.drakes@fieldfisher.com

ADVICE FOR FRANCHISORS: FRANCHISE CASE LAW UPDATE

Franchise fallout: When commercial disappointment is not misrepresentation By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

he High Court has recently handed down judgment in Gibbons v Gravity Franchise Ltd & Ors [2026] EWHC 2089 (Comm), a relatively rare reported franchise dispute arising from allegations that a franchisee had been induced to enter into a franchise and lease arrangement by a series of misrepresentations concerning project costs, profitability, financing support and contractor recommendations.

The case arose from the failure of a Gravity-branded indoor entertainment park in Warrington and ultimately resulted in the franchisee’s claims being dismissed in their entirety, with judgment also entered on Gravity’s counterclaim.

The case background

The claimant acquired a Gravity franchise in 2019 and later entered into a lease for premises in Warrington. Before signing, he received financial projections, development cost estimates and other information relating to the proposed venture.

He was legally represented throughout the transaction, undertook due diligence and signed documentation containing a number of acknowledgements, disclaimers, non-reliance provisions and entire agreement clauses.

“

The business subsequently encountered significant difficulties. Following cost overruns and operational challenges, the claimant alleged he had been induced into the transaction by a series of false statements about development costs, profitability, financing support and the competence of Gravity’s preferred contractor. He sought damages of approximately £3.4m.

The Court’s decision

The Court granted both strike out and reverse summary judgment applications, finding that the claim had no real prospect of success and that the pleadings did not sufficiently identify the misrepresentations alleged or the basis on which fraud was said to be established.

A recurring theme throughout the judgment appears to be that commercial disappointment is not the same thing as actionable misrepresentation.

The claimant alleged fraudulent misrepresentation but did not clearly identify, in relation to each alleged representation, who had made it, when it was made, its precise terms or the facts relied upon to support an inference of dishonesty.

A recurring theme throughout the judgment appears to be that commercial disappointment is not the same thing as actionable misrepresentation.

He also rejected the suggestion that a litigant can simply provide large volumes of documents and leave it to the court and defendants to identify the alleged wrongdoing: “It is not sufficient for the Claimant to say... ‘here is all the documentation’ and a trial is necessary to determine the Defendants’ failings.”

Forecasts are not necessarily fraudulent representations

Much of the claimant’s case centred on alleged assurances about project costs and future profitability.

Pleading fraud requires more than broad allegations

Perhaps the most significant theme in the judgment is the Court’s criticism of the pleadings.

Despite multiple opportunities to provide further particulars, those deficiencies were never remedied. The judge emphasised that defendants are entitled to know the case they have to meet: “The Defendants are entitled to know the case against them and the elements of the Claimant’s claim must be set out in adequate detail to allow the Defendants to understand the claim against them.”

The Court accepted that some statements might arguably have amounted to representations. However, there was no evidence capable of supporting an inference that Gravity knew those statements were false or was reckless as to their truth when they were made.

In relation to the alleged £1.5m cost cap, the Court noted that the claimant expressly sought assurances but never received one: “When warning that costs of more than £1.5m would bankrupt him and so would need assurances about this figure he did not receive one.”

The judge ultimately concluded: “I am not satisfied that there is any prospect ➥ www.franchiseworld.co.uk | Autumn, 2026 51

FRANCHISE CASE LAW UPDATE

“

The case also highlights the importance of creating a clear documentary record during franchise negotiations.

of this alleged representation succeeding on the basis that it was fraudulent.”

Similarly, alleged profitability representations were found to be insufficiently particularised and unsupported by any facts suggesting dishonesty.

Supplier recommendations will not automatically create liability

The claimant also alleged that Gravity had effectively vouched for the competence of its preferred contractor.

The Court was unpersuaded. It considered that statements describing the contractor as trustworthy, competent or professional were, in substance, to statements of opinion and that the claimant had not identified any facts showing that such opinions were dishonestly held when expressed.

The judge observed: “It is hard to see how such a representation can be anything other than a statement of opinion.”

The Court also noted that the franchise agreement made the franchisee responsible for project management and did not require the franchisee to use that contractor.

Non-reliance and entire agreement clauses remain powerful

From a franchisor’s perspective, perhaps the most valuable aspect of the judgment is the Court’s willingness to enforce the contractual allocation of risk.

The franchise documents contained substantial protections, including acknowledgements that the franchisee had taken professional advice, undertaken due diligence and was not relying on external representations. They also included entire agreement and non-reliance provisions.

Having concluded that the pleaded fraud case could not succeed, the Court held that the contractual framework meant

any remaining negligent or innocent misrepresentation claims were excluded.

Particularly telling was the Court’s observation that the claimant: “was advised by solicitors throughout the run up to the franchise agreement and later the execution of the Lease and can be assumed to have been advised about the effect of the exclusion/entire agreement clauses.”

The judge’s conclusion on the point was emphatic: “There is no real prospect of the Claimant avoiding the effect of those terms.”

Key takeaways for franchisors

This decision is a useful reminder that courts will closely scrutinise both the way misrepresentation claims are pleaded and the contractual framework agreed between franchisor and franchisee.

From a practical perspective, franchisors should continue to: l Present financial projections as forecasts rather than guarantees.

l Ensure assumptions, qualifications and disclaimers are clearly documented.

Avoid language that could be interpreted as guaranteeing profitability, costs or funding outcomes. l

l Maintain robust sales and due diligence processes.

Include carefully drafted non-reliance and entire agreement provisions in franchise documentation. l

l Require franchisees to take legal advice and carry out their independent due diligence as a condition of entering into the franchise agreement.

The case also highlights the importance of creating a clear documentary record during franchise negotiations. Several of the claimant’s allegations were undermined by contemporaneous documents showing that assurances had either not been given or had been expressly qualified.

IN BRIEF

Black Sheep seeks operator for Ireland expansion

BLACK SHEEP COFFEE, which has grown to more than 120 UK stores in seven years with nearly all its UK territories assigned, is turning its attention to Ireland as the next market in its international franchise growth strategy.

Known for its 100 per cent specialtygrade Robusta coffee, colourful matcha range and disruptive approach to coffee culture, Black Sheep is seeking a proven multi-unit or multi-brand operator with extensive experience in the Irish market to become its exclusive franchise partner for Ireland.

The successful partner will have the opportunity to develop the brand across a range of formats, including high streets, shopping centres, retail parks and drive-thru locations.

Ireland is a natural fit for the brand, said Black Sheep. The country’s coffee market continues to grow with consumers increasingly seeking premium coffee experiences.

Landmark period of growth

The move builds on its growing international footprint in the UK, U.S. and Gulf Cooperation Council countries, as well as the successful launch of two stores in Northern Ireland.

l My thanks to Salma Eleyan, trainee solicitor in Fieldfisher’s franchising team, for co-authoring this article. n

Black Sheep added the announcement follows a landmark period of franchise growth. It has committed to more than 300 new UK stores through multi-unit development agreements, partnering with experienced operators from across the hospitality, retail and quick-service restaurant sectors. n

www.fieldfisher.com

www.blacksheepcoffee.co.uk/franchise

52 Autumn, 2026 | www.franchiseworld.co.uk

ADVICE FOR FRANCHISORS

Franchise rebranding: How to transform your franchise in five steps By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

company rebrand is no small task. Creating fresh designs, updating countless marketing materials, developing timelines, and communicating changes to both employees and consumers often takes months to achieve.

Throw into the mix that the company is a franchise operated by dozens of franchisees, each with a local presence and identity, and the whole process becomes much more complicated.

However, rebranding isn’t something to be avoided – it’s a powerful tool that can refresh your franchise’s image and remind customers why you’re better than the rest.

If you’ve been weighing up whether it’s time for a branding overhaul at your franchise, read on to discover the process, how to overcome franchisespecific hurdles, and what’s in it for you.

What’s the point of rebranding?

Over time, people’s tastes will naturally drift and evolve, and what was in fashion last year, or even last month, may not cut it tomorrow. It’s therefore important to keep your business up to date with current trends, as you don’t want your demographic overlooking your oldfashioned branding and losing a sale.

On average, most businesses will rebrand once a decade, delivering a fresh look, tone, and feel to their operations. A new look can keep your company

“

relevant and help you stand out from your competitors.

Fashion and culture aren’t the only things that change over time – companies themselves aren’t static, and a rebrand can signal a significant change in operations or an end to outdated business practices. Introducing new services or products, changing the customer journey, or realigning the company around a new goal or ethos are all valid reasons to trigger a rebrand.

1. Establish a brand vision

When developing new branding, most people are keen to rush into creating the new design elements. Before you draft new logos and websites, ask yourself what it is you’re hoping to achieve by rebranding, as the answer will shape your designs.

Are you rebranding to position yourself as an authority figure in your area of expertise? To do so, your tone, content, and graphics should reflect this with informative, accessible material. Alternatively, if you’re hoping to modernise, then your designs are likely to appear clean and functional, with intentional colour palettes.

improvement. Customer comments, alongside your franchisees’ wealth of experience, should drive the rebranding process.

2. Develop your branding kit

Next, you need to develop a fresh branding kit that provides a consistent, recognisable presence across your website, social media profiles, vehicle livery, uniform, and other marketing materials. A full rebrand involves making changes to: l Your logos.

l The colour palette. l Typography.

l Tone of voice.

l Values, mission statement, and vision.

l Templates for website pages, social media posts, and other marketing documents, such as presentations and business cards.

To identify which areas are most in need of improvement, speak with your franchisees. They talk to customers every day, taking on board feedback and opinions, and learning through realworld experience where your franchise is performing well and where it needs

Rebranding isn’t something to be avoided – it’s a powerful tool that can refresh your franchise’s image and remind customers why you’re better than the rest.

“

Implementing the rebrand in a few select locations and monitoring their performance can provide essential insights into what works, what doesn’t, and where improvements are needed.

Using a franchise-specialist agency is highly recommended, as they streamline the rebranding process by creating a cohesive, encompassing brand kit that they will roll out across your business. They’re also aware of how important it is for franchisees to preserve their local identity, and can provide room for personalisation without compromising the brand’s integrity.

3. Update your training manuals

It’s essential to keep your franchisees ➥ www.franchiseworld.co.uk | Autumn, 2026 53

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IN BRIEF

Keep a close eye on your key performance metrics – conversion rates, enquiries, search volume, bounce rate, and customer retention – to assess the effectiveness of your rebrand.

Chopstix’s growth strategy for high footfall areas

“

in the know regarding your branding changes, to present a cohesive front. They require guidance on the new branding kit, company tone, and what local individualisation is and isn’t acceptable.

The franchise’s operation manuals should make it clear where franchisees must adhere to the branding kit. This will avoid muddying your brand image or giving your customers the wrong impression of your business. For example, the franchise mission and beliefs are non-negotiable and apply to all company employees.

Further, it’s important to highlight areas where franchisees still have control over their local branding, such as: l Photography for social media posts displaying their work.

l Local offers targeting quieter periods. l Tone of voice, as using localised

language is usually encouraged.

l External profiles, such as Facebook,

TikTok, and Google Business Profile, which franchisors frequently leave up to the franchisee.

Where possible, physical workshops run by franchisors deliver clarity by detailing how and when the rebrand will affect each franchisee’s operations, and the purpose of the process. A strong emphasis should be placed on how franchisees can use the rebrand to strengthen their position.

4. Adopt a manageable rollout

With some franchises having hundreds of franchisees spread across the country, a simultaneous rebrand across the entire business is not only virtually impossible, but inadvisable.

Instead, implementing the rebrand in a few select locations and monitoring their performance can provide essential insights into what works, what doesn’t, and where improvements are needed.

From here, you can modify your brand

kit, using franchisees’ and customers’ feedback to enhance your rebrand. Once you’re satisfied, you can move on to the next step of the rollout. Large franchises typically opt for a gradual approach, while smaller businesses may adopt new branding company-wide in one or two steps.

CHOPSTIX NOODLE BAR, the fast-growing Pan-Asian inspired quick service restaurant brand, has opened at centre:mk, Milton Keynes, the shopping and leisure destination.

The new store is reflective of Chopstix’s wider growth strategy, growing its store footprint in high footfall areas where it has seen continued success.

5. Launch your new brand

Once your team of franchisees are on board and the rebrand rollout is underway, you can announce your company refresh to the wider public. Spread the word by sending press releases and creating social media posts to make your current customers aware and to reach potential new clients.

Keep a close eye on your key performance metrics – conversion rates, enquiries, search volume, bounce rate, and customer retention – to assess the effectiveness of your rebrand. Evidencebased refinements can improve your franchise’s performance and ensure you get the most out of your rebrand.

Long-lasting rebranding success

Rather than considering the rebranding process finished after the final launch, think of it as an ongoing process, with evidence-based refinements at every stage.

While the nature of franchises poses unique challenges, they also provide a platform for steady rollouts and data analysis, ultimately leading to a more targeted rebrand and renewed interest. n

The store will create 30 local jobs and 50 covers to accommodate seated customers as well as takeaway and delivery, and boast the brand’s latest store design, featuring striking new visuals and updated in-store offerings such as self-order kiosks.

‘Fresh flavours on-the-go’

Gareth Brannigan, head of new store openings at the Chopstix Group, said: “Cities like Milton Keynes offer a significant growth opportunity for us, and we are very excited to be returning to the area.

“We are confident that the store will be a success, with so many people looking for quick, tasty and affordable food options, and Chopstix is the ideal option for fresh flavours on-the-go for shoppers.”

l Chopstix Noodle Bar is a brand in the Chopstix Group portfolio which includes Yangtze and Chozen. The group has more than 150 stores through a mix of company-owned and operated locations, and franchised stores. n

www.franchiseworld.co.uk | Autumn, 2026 55

NEW TO FRANCHISING?

Q&A to put you on the right track to buying a franchise By Nick Riding, Editor, Franchise World magazine

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.

56 Autumn, 2026 | 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, 2026 57

NEW TO FRANCHISING?

APPOINTMENTS

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.

Team appointments for a growing network

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.

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

If you have a question, email info@franchiseworld.co.uk

● From left: Nick Salter, Tareq Heera and Jonathan Head.

itchen Makeovers, the home improvement brand, has expanded its business development team, increasing the resources dedicated to supporting franchisees as its nationwide network grows beyond 40 franchisees.

The investment has created a threeperson team with two new business development managers, Nick Salter and Tareq Heera, joining the operations manager Jonathan Head, who has been with the company for two years.

Salter and Heera have held previous roles within the kitchen sector, bringing experience in sales development and financial management.

Kitchen Makeovers said the new team will strengthen the hands-on support available to franchisees, from onboarding through to the ongoing development of their businesses.

‘Dedicated resource in the field’

Will Frankling, co-founder of Kitchen Makeovers, said: “Growing the network is only one part of building a strong franchise business – we also have to make sure the support behind it grows at the right pace.

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As the network continues to expand, having more dedicated resource in the field means we can provide increasingly focused support and help franchisees make the most of the opportunities within their territories. – Will Frankling

58 Autumn, 2026 | www.franchiseworld.co.uk

“We’ve invested in experienced people who understand the kitchen sector and can work closely with franchisees on the realities of developing their businesses.

“As the network continues to expand, having more dedicated resource in the field means we can provide increasingly focused support and help franchisees make the most of the opportunities within their territories.”

Salter said: “A big part of our role is spending meaningful time with franchisees. That gives us a clearer understanding of each individual business – what’s working well, where there is untapped potential and where focused support could help improve performance.”

CRM and reporting tools

Alongside face-to-face coaching, the business development team is making greater use of Kitchen Makeovers’ bespoke CRM and reporting tools to understand performance across each franchise business.

The team is also using an AI tool designed to identify actions that can be completed quickly to support income generation or improve profit margins.

Combining this data with regular franchisee contact enables it to provide more targeted guidance, helping franchisees identify priorities and turn performance insights into practical actions. n

Advice on buying a franchise or franchising your business

You’re a ‘click’ away from reading the archived issues www.franchiseworld.co.uk sing your business Advice on buying a franchise or franchi

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

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Spring | 2026

Covering franchising since 1978

Eatphoria launches with venture capital investment

Eatphoria, a multi-brand franchised quick-service restaurant group, which owns and operates Wraps & Wings, has announced its official launch alongside a multi-mill ion-pound venture capital investment.

Joint event offered education and celebration of women sector attended the Women from across the franchising Encouraging Women into Empowering Women in Business and Davison, founder of Franchising Awards 2026, where Carla winner. award double a was Basking Babies, Cheryl Harper

The most attractive franchise opportunities aren’t just the ones performing well today.

Liam Hobbs

Financially from day one, you need a clear understanding of how the business works.

Emma Bohan

A resale is a sign of a healthy, mature and forward-thinking franchise network.

Pip Wilkins

UK franchising is in a good place, navigating uncertain economic waters.

Lucy Archer

Gordon Drakes

More human than human? How AI is changing franchise communications.

Has 2025, from a legal perspective, been a turning point for UK franchising?

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

Autumn | 2025

Advice on buying a franchise or franchi sing your business

FranchiseWorld FranchiseWorld Covering franchising since 1978

The Yorkshire-born Mexican food brand that has been ‘spicing up’ high streets with tasty tacos and good vibes since 2021, has announced it is now offering franchise opportunities.

thexton armstrong

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

Pacifica Local

Spring | 2025

Covering franchising since 1978

Mexi Bean Express launches its ‘built to be scalable’ model

The European brand in business mentoring to SMEs is launching in the UK.

www.franchiseworld.co.uk

The appliance repair service powers up its plans as demand has ‘never been greater’.

Public relations

‘Credibility is your biggest asset. It’s not just a nice-to-have... it’s the deal-clincher.’

STRONG Pilates growth plans and ambassador appointment

The global fitness brand plans to open 50 new UK studios over the next three years following a strategic restructu re of its operations, and has appointed Stuart Broad as its official brand ambassa dor. Paris Baguette

With over 4,000 stores worldwide, it is now sharing its bakery café concept with the UK.

Co-op

Multi-site franchisee unveils new look store with fulfilment hub for grocery home delivery.

Operations manual

From static manuals to an engaging, dynamic, interactive knowledgesharing platform.

existing. It is acknowledged as one of the most newsworthy and authoritative in the sector.

info@franchiseworld.co.uk | www.franchiseworld.co.uk

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29 & 30 January 2027 | Olympia, London

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