Franchise World magazine | Spring 2024

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

Spring | 2024

FranchiseWorld Covering franchising since 1978

Sides cult brand rapid expansion with the aide of Knights Paris Baguette

springs forward with three new UK franchise agreements

XCELERATE GYMS

fitness brand built around every member of the family

Gordon Drakes

reflects on the key developments in UK franchising case law

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CONTENTS

Page 7

Sides cult brand rapid expansion with the aide of Knights Sides, the cult fried chicken brand, reports rapid expansion in the UK with the aide of professional services company Knights, who were appointed by the master franchisor Skyview Brands Group.

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Mathnasium’s multi-unit strategy to reach network growth goals Mathnasium reports that more parents are investing in tutoring for their children. With this increase in demand for after-school tutoring, mulit-unit growth has become a strategic goal for the franchise.

12

Snap Fitness looking to maintain momentum as membership surges With the opening of new clubs across the UK and Ireland last year that contributed to a surge in membership growth of 23.7 per cent, the brand says it has plans in place to maintain momentum during 2024.

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

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Page 33

CarMoney to franchise its vehicle finance brokerage model in key territories

CarMoney, part of the Peter Vardy Group, is aiming for accelerated growth with the launch of a franchise model in key territories to increase brand awareness, footprint and geographical reach.

6

Bluebird Care’s £600,000 transformation and growth programme

With a network of 235 franchise locations, Bluebird Care says this substantial investment will support the development of its care experts and franchisees.

We Love Pets reports rave reviews from anonymous franchisee survey

We Love Pets have revealed the results of its first anonymous survey of franchisees that run branches across 187 locations in the UK.

14

Uncover new prospects with GoCruise & Travel

The cruise specialist has refreshed its franchise offering and launched a new prospectus for those looking for an opportunity in travel selling, working with some of the industry’s leading cruise companies.

15

7

9

17

Survey reveals franchising remains a preferred route to success for entrepreneurs

A recent franchise survey, conducted

by The Franchise Exhibitions and BusinessesForSale.com, has uncovered fresh perspectives for anyone considering investing in a franchise or expanding an existing portfolio.

Fat Phill’s signs UK franchise agreement for 100 stores

The Amsterdam-based smash burger brand Fat Phill’s has announced a franchise agreement with Auntie Anne’s UK master franchisee, Freshly Baked Ltd., to develop the brand across the UK.

Page 41

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Franchise World magazine 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. © 1978 - 2024 Franchise World Franchise World ISSN 0144-0543 Spring 2024 - No. 240 Readers should seek advice from a qualified accountant and solicitor before parting with money, or entering into financial or contractual commitments. Information in the magazine is provided in the main by franchisors/advisors and readers should not rely upon it without having personally verified it at source. The publisher does not

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

The Pan-Asian restaurant brand reports it has continued its impressive growth trajectory with the opening of its second equity site of 2024, which marks another step in growing brand presence at high profile transport hubs.

23

Paris Baguette springs forward with new franchise agreements Following its successful expansion into the UK market, as detailed in previous editions of Franchise World, Paris Baguette announces the signing of three new franchise agreements, marking a pivotal step in its strategic vision for European expansion.

Chopstix continues transport hub rollout with new site at London Victoria station

Editorial Nick Riding nick@franchiseworld.co.uk Advertising Jane Eyles info@franchiseworld.co.uk Franchise World, Highlands House, 165 The Broadway, Wimbledon, London SW19 1NE info@franchiseworld.co.uk www.franchiseworld.co.uk

make any representation about the viability or otherwise of the franchises, or 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.

its on course to not only replicate last year but surpass this success in 2024.

41

Tortilla’s ‘key ingredients for a successful travel food offering’

Tortilla Mexican Grill, the fast-casual Mexican restaurant brand, reports a continuing successful relationship with the SSP Group who will open four new locations this year, with a pipeline of opportunities for 2025.

43

Busylizzy’s fitness programmes for pregnant and postnatal women A study by the Active Pregnancy Foundation reveals the crucial benefits

Page 44 of regular physical activity for pre and postnatal women. Recognising this need, Busylizzy has crafted specialised programmes for its franchisee network.

44

Floozie Cookies announces its first UK franchise partner

Floozie Cookies, the plant-based cookie brand from renowned pastry chef Kimberly Lin, has announced the opening of its first UK franchise.

53

ADVISORY ARTICLES

How to navigate your way through your first franchise resale

Franchise resales can be an overlooked subject in the rush to sell greenfield sites, until the moment your first franchisee raises the subject of selling their territory.

By Pip Wilkins, chief executive, BFA.

21

What is ‘content creation’ and why is it vital for your franchise?

Page 15 XCELERATE GYMS opens latest fitness facility in London

XCELERATE GYMS, the fitness brand that has built its concept around every member of the family, has opened its latest facility in East London.

30

Co-op unveils first Welsh franchised store

The convenience retailer operates approaching 40 franchise stores and says it is committed to growing its franchise model as it unveils first Welsh franchised store.

33

Monkey Puzzle reports yearon-year revenue growth

After a strong year for Monkey Puzzle Day Nurseries which saw it celebrate revenue growth, new franchisees opening nurseries and winning a number of awards, the brand reports

Let’s delve into the meaning of ‘content creation’ for your franchise by understanding its significance, and uncover the best practices for utilising content to enhance brand awareness and foster trust.

By Lucy Archer, co-founder, Rev PR.

35

Why selling your franchise resale through a broker makes sense

If you’re considering selling your franchise, you might be tempted to handle the process yourself. However, entrusting the sale of your franchise to a specialised broker offers numerous benefits and streamlines the selling process.

By Emma Bohan, operations manager, Franchise Resales

39

Key developments in UK franchising case law – a year in review

As 2023 drew to a close, I reflected on the key developments in UK franchising case law in the year that was. There

were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee.

By Gordon Drakes, partner, Fieldfisher

47

Replicating a successful business system: the link between SOPs, operational audits and quality

Franchising’s essence is to duplicate a model of success, which hinges fundamentally on transferring the franchisor’s accumulated knowledge and operational methodologies. When franchisees are handed anything less than a comprehensive, well-structured operations manual, they are inadvertently set on a path of guesswork.

By Penny Hopkinson, founder, Manual Writers International

50

Capture those high-intent “open near me” searches

According to Google, searches for businesses “open now near me” have grown globally by over 400% year-onyear. As a franchise owner, the question isn’t whether local searches matter, but how you can ensure your brand dominates the results.

By James Lavender, content writer at Mayfly Internet Marketing.

55

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

The fundamental issues of franchising.

By Nick Riding, editor, Franchise World

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

FINANCE BROKERAGE FRANCHISE

CarMoney to franchise its vehicle finance brokerage model in key territories This includes the top level of financial services and retail car industry expertise.

“We expect to attract franchisees with extensive knowledge and experience of the car finance brokerage business and of FCA regulations and compliance requirements, as well as a proven track record of achieving exacting sales targets in a competitive business environment.”

Alastair Grier, managing director of CarMoney, added: “We are very excited about our franchising package which will provide car finance professionals with an exceptional opportunity to make a significant impact on the market.”

C

CarMoney explains that it simplifies the car financing process for buyers by applying user-friendly technology, which has approved more than £1.3bn in loans over the past 12-months. Its extensive lending panel includes Blue Motor Finance, BNP Paribas, Close Brothers and Zopa.

● Alastair Grier

arMoney, part of the Peter Vardy Group, is aiming for accelerated growth with the launch of a franchise model in key territories to increase brand awareness, footprint and geographical reach.

One of the UK’s largest car finance brokers, CarMoney’s ambition is to become the fastest-growing operation of its kind in the UK and to support a new cohort of franchise professionals in achieving sustainable, profitable business success.

CarMoney, which already has an international presence in Perth, Western Australia, says it aims to leverage its expertise to make cars affordable and accessible to everyone by offering choice, value and a seamless online digital service.

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

The franchise package, which the company expects will attract the top tier of finance and business professionals, will create partnerships which contain the complete CarMoney sales to payout process backed by its technology integration tools.

Wendy Taylor, head of franchise at CarMoney, said: “We are proud to be able to announce the launch of the CarMoney franchise strategy, which creates an outstanding opportunity to share in our successful, fast-growing brand.

“CarMoney has a highly experienced, professional management team with the skills and dedication to deliver and support a strong franchise proposition.

CarMoney UK, founded in Glasgow in 2016, currently operates from two locations in Scotland at Dundee and Motherwell. The company ranks as the 12th fastest growing firm in Scotland in the UK Fast Growth 50 Index 2023 and has a 4.8 rating on the customer review platform, Trustpilot.

The company works with around 700 car dealerships and established car sales platforms, including AutoTrader, Gumtree, MoneySuperMarket and Motors.

CarMoney said its award-winning service covers all categories, from business-to-business and direct-toconsumer cars, light commercial vehicles, motorbikes and motorhomes. n

www.carmoneyfranchising.com

CARE FRANCHISE

Bluebird Care’s £600,000 transformation and growth programme B

luebird Care has implemented a new wholesale transformation and growth programme to the value of £600,000 over the next year to support the development of its care experts and franchisees.

With a network of 235 franchise locations, Bluebird Care says this substantial investment will benefit local communities and healthcare systems across the UK and Ireland.

The network has already seen the impact of early investments, such as a quality and compliance app, the doubling of its field support team, and a new quality and compliance network-wide committee to ensure best practice is consistently achieved.

Bluebird Care adds that it is also investing in its workforce and the support it provides to franchisees by launching an in-house training scheme, Registered Managers Academy, which will be joined by a refreshed employee value proposition.

With its commitment to providing care for people at all stages of their life and for a broad range of customers, the company is expanding its live-in care services and raising awareness of the different care options available to clients.

executive Jonathan Gardner’s (left) tenure and marks the start of the company’s 20th year anniversary.

New roles have been created at Bluebird Care to steer the franchise in its growth mission including Claire Ronan as new director of people; Nicola Jones, finance director; Lesley Cobb, director of transformation; Dean Martin, director of marketing and Ted Richardson, head of live-in care.

“It all starts with our care experts, and so much of the work we have planned over the coming months focuses on how we can equip them, through our committed franchise partners, to thrive and deliver the very best for those we support.

Neil Murray continues in his role as director of care, quality and compliance, where he will be supported by the creation of three new quality manager roles.

The investment programme comes eight months into Bluebird Care’s chief

Gardner said: “I am delighted to unveil our comprehensive investment plan, which reflects our commitment to providing high-quality care services while driving innovation and growth in the sector.

“We’ve got a really strong leadership team in place, all of whom have extensive experience in care or franchise businesses – or both. I have every confidence that together we can take the excellent work of our franchise partners and teams to the next level, throughout the full continuum of care.” n

www.bluebirdcarefranchise.co.uk

www.franchiseworld.co.uk | Spring, 2024 7

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

PARIS BAGUETTE NEIGHBOURHOOD BAKERY & CAFÉ

No.1

Bakery Franchise

By Entrepreneur Magazine’s 2023 Franchise 500

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

info@parisbaguette.uk

parisbaguetteuk

NEWS

Paris Baguette springs forward with new franchise agreements A

s the world welcomes the rejuvenating spirit of spring, Paris Baguette, the renowned bakery brand, embraces this season of growth with significant developments.

Following its successful expansion into the UK market, as detailed in previous issues of Franchise World, the brand is now announcing the signing of three new franchise agreements. This marks a pivotal step in Paris Baguette’s strategic vision for European expansion.

The journey of Paris Baguette, which began with a dream to globalise unique baking techniques, has been a tale of

continuous innovation and customercentric approaches.

With over 4,000 stores worldwide, the brand’s commitment to quality and its fusion of French-inspired delicacies with local flavours have earned it an esteemed reputation across continents.

In the spring of 2024, Paris Baguette’s story continues to evolve. The three new franchise agreements signify not just the expansion of its physical footprint but also a growing trust in its business model and brand philosophy. This move is a testament to the brand’s robust franchise support system, comprehensive

training, and innovative marketing strategies that have been instrumental in its global success.

Looking forward, Paris Baguette remains steadfast in its mission to bring its unique culinary experiences to more people. Its business model, focused on collaboration and support, offers potential franchisees a pathway to success.

The brand’s emphasis on community engagement and sustainability aligns with the values of modern consumers, making it an attractive venture for entrepreneurs.

As Paris Baguette steps into spring with new partnerships and plans for further expansion, it invites ambitious entrepreneurs to join its journey. The brand’s success story, highlighted by these new franchisees, is a beacon for those aspiring to be part of a global legacy that blends culinary artistry with business acumen.

● Celebrating a new chapter in Paris Baguette’s growth and the signing of the franchise agreements, from left: Jack Moran (Paris Baguette’s executive vice president of global strategy and development), Tony Newnham, and Darius Mafi (Paris Baguette’s Notting Hill Gate franchisee).

Paris Baguette has a seasoned team of franchising experts supporting its UK expansion programme, including Tony Newnham, managing director of BPW Consultancy Ltd., and the wellknown international franchise expert, Dr Mark Abell. n

info@parisbaguette.uk www.parisbaguette.uk

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

FOOD FRANCHISE

Sides cult brand rapid expansion with the aide of Knights

S

ides, the cult fried chicken brand, reports rapid expansion in the UK with the aide of professional services company Knights, who were appointed by the master franchisor Skyview Brands Group (SBG).

The brand – founded and partly owned

by British YouTube stars The Sidemen,

which includes internet personality KSI – opened a new trio of independent restaurants in the UK last December and has plans for a further 20 outlets this year.

The latest launches include major shopping centres at Bluewater, Kent; Manchester’s Arndale; Merry Hill, West

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Midlands; adding to the brand’s London sites at Boxpark Croydon and Wembley; and an outlet in Dalston.

Sides says its brand’s popularity has grown with the opportunity to get in front of audiences, thanks to its influential personalities, but also for its delicious menu of signature chicken

I predict influencer-led brands will start to take the hospitality market by storm over the next few years, with already engaged audiences helping it to grow quicker than ever before. – Fiona Boswell

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

“

It has been a really exciting time for us, working with such a popular YouTube collective as The Sidemen. – Faisal Butt

tenders, burgers and wings, alongside options including loaded waffle fries, mac and cheese bites and milkshakes.

Fried chicken ‘fans’ with dietary requirements are also catered for with halal and vegan options on the menu.

Sides’ sees its long-term goal operating from 200 locations nationwide over the next decade, with the ambition to launch further restaurants in shopping centres and on the high street.

Knights’ franchising team has advised SBG on compliance procedures, negotiated on development rights and franchise agreements.

Fiona Boswell, partner in the franchising division at Knights, said: “The diversification that Sides brings to the eating-out concept is really interesting and I predict influencer-led brands will start to take the hospitality market by storm over the next few years, with already engaged audiences helping it to grow quicker than ever before.

“Amassing a combined following of more than 100 million fans the Sidemen are aware of their own intellectual property assets and have sourced strong

partners to help them merchandise quickly as their popularity continues on a trajectory.

“With ad spending in the influencer advertising market projected to have reached US$1.03bn in 2023, influencerled quick service restaurant concepts are helping to innovate the sector and stay relevant among the demographics that matter most to this industry.”

Faisal Butt, managing director of SBG, said: “It has been a really exciting time for us, working with such a popular YouTube collective as The Sidemen.

“Its great to push the Sides brand outside of London and we have many more plans in the pipeline.

“It’s a new venture for us but we have a great deal of retail and property experience and we were ambitious to move into the food industry – we also have plans to expand into two other complimentary hospitality concepts this year.

“Fiona and her team have been instrumental in ensuring we are armed with the right knowledge for our rapid franchise expansion and we’re looking forward to continuing our relationship throughout 2024.”

Knights, one of the fastest-growing legal and professional services businesses in the UK, has more than 10,000 business clients serviced by 26 offices across the UK. n

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

TUTORING FRANCHISE

“

My reasoning for first investing in a Mathnasium franchise came down to two clear motivations – I wanted to be my own boss and I wanted to make a difference to children living in my community, where I have raised my two children.

– Martin Heaton-Cooper

Mathnasium’s multi-unit strategy to reach network growth goals M

athnasium reports that with the ongoing interest in the quality of the UK’s education system, more parents than ever are investing in their children’s future by sourcing additional tutoring, which has led the brand to set its sight on its 100th UK location as demand grows.

unwavering network growth is a testament to the value of our maths-only tutoring service. The strength of our franchise model has meant that it is actually our existing franchisees investing in second, third and even fourth centres bolstering this growth.

John Preston, the UK master franchisee of Mathnasium, said: “Our recent and

“Multi-unit growth has become a strategic goal for our brand and I’m

12 Spring, 2024 | www.franchiseworld.co.uk

excited to see who it will be to launch our 100th centre in the not-too-distant future.”

Preston, who is also a multi-unit franchisee, said he is a real advocate of operating multiple centres and is keen to support his peers to explore expansion opportunities to reap the rewards of operating a large-scale business.

Franchisee Dan Tregoning who launched his second Mathnasium centre in Notting Hill, West London in September, having opened his first centre in nearby Fulham in 2020, said: “I’ve been keen to expand my reach to nearby communities and essentially offer our services to as many local families as possible. Mathnasium of Notting Hill has had a phenomenal first quarter.

“I’ve been really pleased with the number of students that have signed up and we’ve been embraced by the community with open arms. The personal relationship with the parents and children is of paramount importance to me and has formed the foundation of

my business model, which is a testament to the success I’ve achieved and the demand for a second location.”

Seven miles north, in Muswell Hill, Martin Heaton-Cooper opened the doors of his second centre (pictured above) last summer said: “My reasoning for first investing in a Mathnasium franchise came down to two clear motivations – I wanted to be my own boss and I wanted to make a difference to children living in my community, where I have raised my two children.

“Having spent most of my corporate career commuting across London, missing the school run and bedtime,

I felt something had to change. Investing in a Mathnasium franchise gave me my life back. I work just as hard, if not harder, now than I ever have but the work I do is so valuable and rewarding that investing in a second franchise was an easy decision for me.

“I’m excited to see where I can take both centres in the future. I feel this was the best possible decision for my family and the commitment I have made as a franchisee now supports other families living right on my doorstep. It’s a win-win.” n

020 7078 7247 www.mathnasium.co.uk

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

PETCARE FRANCHISE

We Love Pets reports rave reviews from anonymous franchisee survey W

e Love Pets have revealed the results of its first anonymous franchisee survey of individually selected franchisees who own and run branches of the brand in 187 locations across the UK.

Tracey Alexander, the franchisee for Reading East who has owned her franchise for 10 years, comments: “I think the response and actions they have taken since the survey have been brilliant; they’ve clearly taken into account everything that people said.

The franchisor says it awards on average 20 new franchisees a year and none, who adhere to the operational model, have failed.

The full-service pet care franchise founded in 2008 is owned and run by former lawyer Jo White and her animal expert husband, Ryan (pictured).

The results of the franchisee survey, which 84 (75%) of their 112 franchisees responded to, compares favourably to an approximate industry standard response rate of 30%, says the franchisor.

Alongside questions such as ‘what areas of the business do you think we could improve upon’, franchisees also answered three benchmarking questions, which received the following responses: ● 91% said they agreed or strongly

agreed with the statement ‘I love being part of the We Love Pets Family.’ ● 90% said they agreed or strongly

agreed with the statement ‘The We Love Pets culture is supportive, and I feel like part of a family.’ ● 88% said they agreed or strongly

agreed with the statement ‘If I need help, I know where to get it.’

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Action points taken from feedback included: enhanced engagement for year

one franchisees, more educational webinars, increased updates on technology issues and new monthly insight updates.

Matt Davey, We Love Pets director of strategy and operations, said: “We are very pleased with the results of this anonymous survey, which has given our network a voice and created a space for total honesty. Surveys are not just about identifying what we do brilliantly but also hearing about the things we need to pay more attention to and not shying away from fixing them.

“We take a ‘co-creational’ approach, a ‘you said, we did’ stance, bringing the network into the equation on what we need to do. The survey also provides an important internal satisfaction benchmark that allows us to pull on a powerful data set and steer the ship in an ever-improving direction.

“We have shared the results with the network so there's total transparency about what we're going to improve, which in turn generates trust and honesty and encourages improved engagement as we move forward.”

We want to continually improve, which requires honest feedback to keep us on track. We decided to make this survey anonymous to encourage franchisees to be brutally honest, to help us make the right decisions based on data and facts.

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

“We Love Pets has always been a very supportive company where I’ve always felt able to raise any issues, I wouldn’t still be here 10 years later if I didn’t, but it’s good to have the option for the network to give anonymous feedback.”

‘Feedback to keep us on track’ Franchisor Jo White said: “It is important that we monitor our network of franchisees and the support we give them. Naturally, we want to continually improve, which requires honest feedback to keep us on track. We decided to make this survey anonymous to encourage franchisees to be brutally honest, to help us make the right decisions based on data and facts.

“We’re delighted to hear how happy our franchisees are to be part of the We Love Pets family and we’ve already begun addressing issues brought to our attention. 2024 is going to be a big year for us, with exciting announcements due in the next few months. We look forward to taking We Love Pets to new heights with a fully engaged network in the very near future.”

We Love Pets counts a veterinary surgeon amongst their 10 members of staff, who advise on policies, guidelines and run in-house workshops for franchisees. Before opening, all franchisees must complete a Continuing Professional Development training course in pet care through its own training company, Novabright. n

www.welovepets.care/franchise

TRAVEL FRANCHISE

Uncover new prospects with GoCruise & Travel Advertorial

travellers can rest easy knowing their holiday is ATOL and ABTA-protected.

The cruise specialist has refreshed its franchise offering and launched a new prospectus for those looking for a new opportunity in travel selling.

Whether it’s embarking on a once-in-alifetime voyage or staying in style at a luxury retreat, the vast array of trips bookable through GoCruise & Travel ensures that every type of dream holiday is taken care of.

As a cruise specialist, GoCruise & Travel works with some of the industry’s top names, so travellers planning their dream sailing will be sure to find one that ticks all the right boxes.

What’s more, a stress-free trip for clients is guaranteed, as GoCruise & Travel looks after every aspect of the holiday from start to finish, meaning that all travellers need to do is enjoy themselves.

And, for those keen to help holidaymakers plan everything from exciting city breaks to sun-soaked cruise trips, GoCruise & Travel has launched a new prospectus with three different training packages – perfect for both

“

experienced travel sellers and those new to the industry.

About the franchise The GoCruise & Travel Franchise, which is part of Fred. Olsen Travel Ltd., comprises individual business owners who help clients find, organise and book their dream holiday. The franchisees also offer invaluable holiday advice, which is both independent and unbiased.

Thanks to the strong relationships GoCruise & Travel has with its trade partners, there are great holiday and cruise deals to be taken advantage of.

Members benefit from the network’s partnerships with leading cruise companies, including P&O Cruises, Azamara and Silversea Cruises, and can develop their industry knowledge and expertise with help from supportive colleagues across the business. Plus,

The GoCruise & Travel Franchise, which is part of Fred. Olsen Travel Ltd., comprises individual business owners who help clients find, organise and book their dream holiday. The franchisees also offer invaluable holiday advice, which is both independent and unbiased.

Joining the team The network of GoCruise & Travel franchisees stretches across the UK with more than 60 individuals booking getaways for their clients.

For those considering joining, there are three academy training options to choose from (costs are subject to VAT):

● The New to Travel package

(£4,995) gets beginners up and running.

● The Returning to Travel option (£995) is perfect for those with some experience.

● The Experience in Travel route (£295) is for knowledgeable travel sellers who want to get to grips with the GoCruise & Travel way of working.

There’s a joining and small monthly fee that covers all the licensing you’ll require and the support you’ll benefit from.

Franchisees can even earn £80,000, or more, a year. Also, with GoCruise & Travel being part of Fred. Olsen Travel Ltd., it’s possible to earn 100 per cent commission from in-house tour operator Fred. Holidays.

For more information about GoCruise & Travel Franchise opportunities, take a look at the new prospectus here or contact Colin Martin-Weekes, franchise general manager, on 07880 290 993 or colin@gocruiseandtravel.co.uk. n

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

FOOD FRANCHISE

Chopstix continues transport hub rollout with new site at London Victoria station

C

hopstix, the Pan-Asian restaurant brand, reports it has continued its impressive growth trajectory with the opening of its second equity site of 2024 at Victoria Station, London, following an opening at Festival Place shopping centre in Basingstoke, Hampshire.

The new London site is located in the station’s shopping and eating destination, Victoria Place, on the first floor Food Terrace and marks another step in growing brand presence at high profile transport hubs said Chopstix.

The brand’s portfolio of sites at travel locations include motorway service areas and tube stations, as well as London Luton Airport, its first airport site that launched last summer.

Jon Lake, managing director of Chopstix, said: “Operating in high footfall transport hubs not only drives

revenue, but also grows brand awareness, so we’re delighted to have secured such a high-profile location at Victoria Place.

“Our transport hub sites play an important strategic role in our expansion plans, however it is clear our success is not restricted to one format or location, with shopping centre sites, high street stores and locations at holiday resorts all delivering excellent returns.

undergone a period of brand development and expansion, as it sets its sights on Chopstix becoming the largest Pan-Asian quick service restaurant on the continent.

Chopstix adds that it has a strong pipeline of new sites this year through both company operated and franchised outlets with partners such as Butlin’s, Haven and Welcome Break.

“It’s going to be another big year for Chopstix, and opening two fantastic equity sites is exactly how we wanted to start 2024.”

The Chopstix Group consists of more than 100 Chopstix outlets, in addition to 10 sites operating as Yangtze and 25 franchise sites under the Chozen Noodle brand. n

The Chopstix Group says it has

www.chopstixnoodles.co.uk

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

FITNESS FRANCHISE

Snap Fitness looking to maintain momentum as membership surges

T

he global fitness franchise Snap Fitness reports it is looking to build on a successful 2023 by having plans in place to ensure its brand will maintain momentum during 2024.

After a record-breaking month for Snap Fitness in December, epitomised by the opening of the Drogheda club in Ireland where its franchisee Peter Dhillon ‘smashed’ club pre-membership sales, Snap Fitness says it has already secured several new locations across the UK and Ireland.

Franchisee Dhillon said he was not surprised by the brand’s growth in Ireland: “Since opening my first Snap Fitness territory, I’ve been hugely impressed with the number of members coming through the door. It’s not uncommon to have well over 150 members on site during peak hours.

“

“This is because we have an emphasis on providing the best equipment and offering a welcoming staffed environment, unlike other gyms that settle for lower-spec options and are happy to leave their gyms unmanned.”

Snap Fitness have also recently opened at Bolsover (pictured above), Derbyshire; Northwich, Cheshire; and Peterborough, with further sites secured for Whitstable, Kent; Fareham, Hampshire; and Sligo in Ireland.

Reflecting on its milestone last year with the opening of six new clubs across the UK and Ireland, Snap Fitness said this contributed to a surge in membership growth of 23.7 per cent over 2023 and highlights that clubs that have been open

What truly sets Snap Fitness apart is our commitment to promoting a family-first, fun ‘One Team’ culture. Every club is designed to be more than just a fitness space; it’s a community where our members feel valued and supported.

for longer than 12-months also saw a 9.21 per cent increase in members.

Kristen Horler, head of sales at Snap Fitness says she is proud of the brand’s achievements: “One of the reasons I joined Snap Fitness was I could see the franchise was really going places. Looking back on our remarkable 2023, I’m excited to see such an influx of new openings.

“What truly sets Snap Fitness apart is our commitment to promoting a familyfirst, fun ‘One Team’ culture. Every club is designed to be more than just a fitness space; it’s a community where our members feel valued and supported. I’m really looking forward to what 2024 has in store as we move closer to celebrating reaching our landmark 100th club across the UK and Ireland.” n

www.snapfitness.com/uk

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

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ADVICE FOR FRANCHISORS

How to navigate your way through your first franchise resale

By Pip Wilkins, Chief Executive Officer, British Franchise Association

A

re you a relatively new franchisor who wants to know more about the subject of franchise resales and what you need to do to ensure both outgoing and incoming franchisees are getting a good deal and being fairly treated?

Franchise resales can be an overlooked subject in the rush to sell greenfield sites, until the moment your first franchisee raises the subject of selling their territory.

With this in mind I asked Chris Roberts, franchise and funding mentor, trainer and consultant, for his thoughts on the subject, followed by a Q&A with experienced franchisors Ben Brookes (managing director of Agency Express) and Martin Bunney (director of acquisitions, recruitment, and property at the Belvoir Group).

Selling your first franchise resale – an overview by Roberts When a franchisor gets to the stage where, for the first time, they have a franchisee who sells their business for a good but fair price, they really have reached a huge milestone in the evolution of their franchise network.

Why is this the case and how can they make the process easier for all concerned?

Demonstrating efficacy of your franchise Selling a franchise resale territory is

“

Franchise resales can be an overlooked subject in the rush to sell greenfield sites, until the moment your first franchisee raises the subject of selling their territory.

proof for all to see (prospective franchisees, existing franchisees, the franchise community itself and of course those all-important lenders) that the business model, the brand, the training would appear to be working well and that there is definitely a market for the product and/or services sold.

External validation by professionals This ‘confirmation’ comes about in reality because in the build up to the completion of the sale, there is normally a significant amount of due diligence undertaken by various ‘independent’ professionals including lawyers for both sides, the buyer’s accountant or business consultant, the franchise department of a bank and of course the bank’s own underwriters.

Motivate the existing network The franchisor can also use the ‘evidence’ of successful resales to demonstrate to both prospective and existing franchisees that if they plan and work hard, not only will they achieve a monthly income for themselves, but through careful planning they will also be able to build the value of their asset and sell it for a lump sum in the future, i.e. make a significant capital gain.

The secret to franchising success This latter methodology really can be the secret to a franchisor’s success because: ● The value of a franchisee’s growing

business is largely based on its profitability, which is in turn, is largely based on growing its turnover which in turn leads to increased royalties or management service fees for the franchisor, and ● The actual value of the franchisor

network will also increase more quickly,

“

Although it does not cost more to sell a resale territory, it is much more labour intensive and requires many more hours of your personal time. using the same logic, creating a ‘winwin’ situation for the franchisor.

A final word – please remember that the franchisor should ensure they take control of the process using the franchise agreement and operations manual and have clear resale guidelines and procedures in place.

The Q&A What is the difference between a franchise resale and a greenfield territory sale?

Brookes: It’s important for new franchisors to understand that resales are completely different to selling greenfield territories. Initially you’ll be spending a lot of time making sure the outgoing franchisee’s business is ready for sale, working with them to find a suitable buyer; and finally guiding the new franchisee through the first few weeks and months to ensure no problems with service delivery and to protect against possible damage to brand reputation. Although it does not cost more to sell a resale territory, it is much more labour intensive and requires many more hours of your personal time.

Bunney: Interestingly, the Belvoir Group don’t sell ‘cold start’ businesses anymore, preferring to offer all incoming franchisees a ‘warm start’ business. We found that the working capital

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

ADVICE FOR FRANCHISORS requirements were too onerous for our franchisees to be profitable, in a reasonable timeframe, so now our franchisees buy a territory and a going concern business at the same time, with us making recommendations on funding the purchase of the competitor’s business to help them get started.

Are franchise resales good for a network?

Brookes: Yes, resales are very good for the network. It is important existing franchisees see that they can sell their businesses for decent prices, which keeps them focused on growth. It also brings in new enthusiasm and ideas which helps keep everyone motivated and engaged.

Bunney: Absolutely, resales show a healthy franchise business. When a new franchisee joins us, they are immediately put in touch with the relevant regional networking group which helps them to settle in and forge new relationships. Although we always try to ‘step-up’ with incoming franchisees that’s not always possible, as the exiting franchisee is often of a very high caliber who wishes to sell for very valid reasons. However, we apply considerable resources to support growth of the new franchised business.

Day one – when are you leaving?

Planning an exit strategy

Brookes: It’s important for me to understand what a potential franchisee is trying to achieve with their purchase from the day that they join, so I can help them prepare for their exit. A franchise territory can take anywhere from three months to three years to sell and it is important the business is properly packaged for sale, which can take time.

Franchisees who plan well tend to achieve a higher resale price and generally have an all-round better experience.

Preparing the business for sale

Bunney: Once a franchisee has decided it is time to sell there are a variety of pieces of information we need to gather and update. Firstly, we need to evaluate the market value of the business, then we need to make sure the management

information is up-to-date, this should include details of the owners, staff, premises (if applicable), trading history, projected growth, etc.

Choosing the right new franchisee for a resale

Brookes: Pre-qualification is more relevant than ever with a resale franchisee in contrast to a greenfield franchisee. After having an initial Zoom call with them, telling them about the territory, making sure they understand the financial requirements, we put them through the same recruitment process as a greenfield territory sale – a discovery day, insisting that they talk to other franchisees, etc. We will also have prepared a bespoke ‘resale pack’ with full details about the business for sale.

Once they are happy to proceed, we will go over some financial projections for the business. It’s a hybrid projection that is bespoke for them created by taking the income and extrapolating a growth curve, but being much more conservative than we would be with a greenfield site. If those figures meet with their approval, we then weave that into their business plan.

Is a prospective resale franchisee different to a prospective greenfield franchisee?

Brookes: In a word, yes. No matter what anyone says, if you are buying a greenfield franchise, you are in sales – selling your new business to clients, so you need that kind of personality. When you are buying a resale, an ongoing business, we are looking for a more rounded personality with more organisational and management skills.

How do banks view franchise resales?

Brookes: A franchise resale obviously comes with a trading history which is good, but the incoming franchisee needs to be a strong candidate – the bank will be judging them as much as judging the viability of the business, so it’s important they have the necessary skills.

What legals are involved in selling a resale franchise?

Brookes: When selling a resale there are two legal documents involved. Firstly the franchise agreement and secondly the

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

resale agreement which stipulates what the incoming franchisee is buying from the outgoing franchisee; it also states what the outgoing franchisee can and cannot do following the sale of the business.

Bunney: Being a legally regulated sector we have a little more work to do, with approximately 160 compliance regulations to adhere to, and an entire department devoted to ensuring our franchisees are compliant.

How does the training and support you offer a resale franchisee differ from a greenfield franchisee?

Brookes: Our initial training is the same.

It is important that the franchisee knows exactly what is required to run the business but then yes, we will spend extra time with them on areas such as managing capacity and work lists.

What is the ‘plateau’ problem with resale franchises?

Brookes: We want all our franchisees to grow their businesses, whether they bought a greenfield territory or not, and it’s not uncommon to see a resale franchise plateau if the owner just keeps it ticking over. That’s not what we’re looking for; we want continual growth and will work with franchisees to ensure they are achieving their targets.

Bunney: We tackle this by making sure we regularly review the business plan they presented right back at the beginning of the sales process, to make sure they are on track and growing as projected.

Summary Franchise resales demonstrate that your franchise is working as it should, giving your franchisees the opportunity to sell their investment and realise the capital generated in the business.

It takes a lot more work to sell a resale territory and choosing the right new franchisee is very important. Having a clearly laid out pathway, sticking robustly to the business plan, and offering continued support to your new franchisee you should be able to negotiate this milestone in your company’s history with ease. n

NEWS

Survey reveals franchising remains a preferred route to success for entrepreneurs R

younger generation who are looking for comparatively low-risk ways to improve their quality of life.

The survey conducted by The Franchise Exhibitions and BusinessesForSale.com aimed to understand the motivations of prospective franchisees and learn more about what they are looking for.

The survey said 67% of respondents were under the age of 45, indicating that young adults are looking at ways to control their own financial futures without some of the common pitfalls that come with starting a business from scratch.

ecent industry research has uncovered fresh perspectives for anyone considering investing in a franchise or expanding an existing portfolio.

A total of 335 aspiring entrepreneurs were surveyed, offering their perceptions of the business model from a range of angles. These viewpoints provide invaluable and much-needed insights that potential franchise investors can reflect on and apply to their own journey to business ownership.

It revealed answers to questions such as ‘What makes a franchise brand attractive?’ and ‘What prevents you from investing?’, which paint a picture of franchising as a much-trusted business model for both existing and new entrepreneurs.

Younger generations looking for financial freedom The cost of living and inflation are heightening concerns of financial instability, particularly amongst a

Investing in a franchise offers an established system with statistically lower failure rates. Nearly 60% of start-ups fail in the first three years, and according to Beauhurst, the data platform, 54% of the companies they assessed became stagnant within five years, and only 23% scaled successfully.

With a franchise, investors benefit from an established brand, a tried-and-tested business model and the ongoing support of the franchisor and wider network, helping to avoid some of the challenges of a start-up business.

For 57% of survey responders, it’s exactly the backing and support that a franchisor brings along with the established reputation of their brand that holds the key to success.

Similarly, half of those surveyed confirmed that among the benefits drawing them towards the model are the existing marketing strategies and the ongoing training and support that franchising is famous for.

It’s safe to say the results reflect a new generation’s strength of confidence in franchising as a route to business success and financial freedom commented the survey organisers.

What makes a franchise brand attractive to entrepreneurs?

An overwhelming 75% of respondents agreed that being a franchisee has more advantages than disadvantages; it’s clear that those who are researching their investment options find franchising an attractive proposition based on the model’s core principles.

Interestingly, franchising appears to be equally popular amongst first-time entrepreneurs and those looking to expand, with 37% of respondents currently employed and 36% existing business owners.

When asked which components of the model were most attractive to them, respondents indicated: ● 57% believe a franchisor’s

commitment to helping them succeed is crucial. ● 53% are looking for effective marketing strategies with proven return

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

TheNational FranchiseExhibition

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NEWS as possible before making a choice.

Many franchisors have close relationships with funding providers, and will assist with business plans, lease negotiations and supplier contracts to ease these pressures. ● 42% of investors are still looking for

the right franchise brand.

When searching for a franchise, entrepreneurs should consider their goals, finances and skills in the first instance.

Discovering your perfect franchise match

on investment to support their long-term growth. ● 49% are looking for ongoing training

and support throughout the length of their franchise term. ● 47% of entrepreneurs are looking for

a franchise with growth potential, to enable them to build an asset to sell or pass on.

Perhaps one of the more surprising findings is that 48% of entrepreneurs would pay close attention to the franchisor’s commitment to environmental, corporate and social responsibility when choosing which brand to invest in.

This reflects consumer concerns as highlighted in a report by PwC, the professional services and accountancy brand, which found that 76% of shoppers avoid purchasing from companies that treat the environment, communities or employees poorly, posing important questions for prospective business owners.

The biggest hindrances to commitment Investing in a franchise is a big decision, and entrepreneurs are transparent about their concerns. Data from the survey revealed that several factors cause people to pause before committing to a franchise:

Even with such compelling reasons to embark on your journey to franchise ownership, further investigation is essential so that you find the right business for you. Lots of information can be found online or in industry publications, but there is no substitute for getting to know the people you’ll be working alongside.

The survey found that 70% of respondents indicated meeting franchisors face-to-face will be a crucial element of their due diligence before investing. Likewise, 52% of entrepreneurs indicate that speaking to existing franchisees is important to them.

These, and many other requirements prospective franchisees have as they embark on their research, are easily met during a visit to one of The Franchise Exhibitions held twice a year at Olympia London and the NEC, Birmingham.

The next event – The National Franchise Exhibition – will take place on 4th and 5th October 2024 with the exclusive support of the British Franchise Association (BFA).

A visit to the NEC, Birmingham, offers the perfect opportunity to unlock the lucrative potential of the franchising business model. The UK’s flagship event allows entrepreneurs to network with franchisors, franchisees and a whole community of industry experts all under one roof to fully immerse themselves in the world of franchising.

● 48% of entrepreneurs find additional

costs and commitments an obstacle.

To manage these expectations, franchise investors should ask as many questions

Bringing together an array of business opportunities – from management to hands-on, premises-based operations and

working from home – there’s a franchise to suit any budget, interest or ambition.

The exhibition offers visitors the unique opportunity to meet industry-leading franchise brands face-to-face from a vast range of industries, including Fireaway Pizza, Home Instead, McDonald’s, Subway, T4, Vodafone Business IT Hubs, and many more.

Choose from a packed programme of 50 plus free talks across four theatres covering all the fundamentals of franchising to more specific nuances within the industry. Visitors will gain an in-depth understanding of the business model, learn more about the latest trends and get practical tips on everything it takes to become a franchisee.

The unparalleled line-up includes representatives from many established brands, franchise experts and successful franchisees, alongside a series of exclusive educational seminars from the BFA. Plus, take advantage of free, one-to-one advice from a range of industry experts.

These include independent advisors, finance providers, specialist lawyers and consultants who will all offer complimentary face-to-face advice throughout the event.

Business owners thinking about franchising their business will also find a wealth of information and expert guidance. The event’s Grow Your Own Business area is the perfect place to obtain insights and knowledge about whether a business might be at the right stage to franchise.

Wherever you are on your franchise journey, from learning how the model works to actively researching your investment options, The Franchise Exhibitions are carefully designed to help future franchisees take the next steps towards fulfilling their dreams of business ownership. n ● To book free tickets to The National

Franchise Exhibition at the NEC, Birmingham on 4th and 5th October 2024 or to find out more about what’s going on, visit FranchiseInfo.co.uk.

www.franchiseworld.co.uk | Spring, 2024 25

FOOD FRANCHISE

“

Fat Phill’s is not just a great restaurant concept; it works equally well as a franchise. It has delivered a competitive ROI and growth for all its current franchise partners, most of which are already opening their second or third store. – Matteo Frigeri

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

Fat Phill’s signs UK franchise agreement for 100 stores

F

at Phill’s, the Amsterdam-based smash burger brand, has announced it has entered into a franchise agreement with Auntie Anne’s UK master franchisee, Freshly Baked Ltd., to develop the brand across the UK. The partnership has been co-ordinated by the London-based food franchise consultancy, Seeds Consulting, with an agreement for Freshly Baked to develop 100 locations over the next 10 years.

Fat Phill’s was founded by Armin Vahabian in 2019 and has since expanded to 17 locations across the Netherlands. The brand specialises in fresh to order smash burgers, Americanstyle sandwiches and cheesesteak fries and says it has become the fastest growing burger brand in the country.

Vahabian commenting on the agreement said: “We are excited about partnering

with Freshly Baked. Their track-record as a master franchisee for Auntie Anne’s speaks for itself: they are structured to roll out and have a deep understanding of our sector and the franchise relationship.”

Matteo Frigeri, director at Seeds Consulting, added: “Fat Phill’s is not just a great restaurant concept; it works equally well as a franchise. It has delivered a competitive ROI and growth for all its current franchise partners, most of which are already opening their second or third store.”

Max Burton, managing director of Freshly Baked Ltd., said: “We are delighted to be partnering with Armin and his team in Holland. Initially we are focussing on opening three stores

between 1,000 sq. ft. and 1,800 sq. ft, more likely to be in Greater London high streets with stores being centrally located within busy conurbations.

“What attracted us to Fat Phill’s is the quality of their smash burgers and associated offers, their modern shop fit design and attention to detail from the franchisor.”

Freshly Baked Ltd. operates 38 Auntie Anne’s locations in the UK. Last year it agreed to renew its master franchise agreement with the U.S.-based Focus Brands for a further 10 years, to more than double its UK estate of pretzel stores. n

matteo@seeds-consulting.co.uk max@auntieannes.co.uk

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

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ADVICE FOR FRANCHISORS

NEWS

adds ‘The age-old problem of nicenstripy North Wiltshire to franchisee recruitment’ its network

By Rik Hellewell, Founder, Ovenu

I

t is suggested by many that the largest franchise in the world is Subway. Others put forward McDonald’s and KFC. But where does this leave the latest winners of the U.S. Super Bowl LV111, the Kansas City Chiefs? Or even the Star Wars franchise. Do the UK former railway franchises such as Virgin Trains make the list.

There are potentially hundreds, if not thousands, of people every week throughout the UK contemplating setting up a business of their own and seeking a better work-life balance. The vast majority would not have considered a franchise, as the definition of a franchise has become ‘muddled’ over the past 20 years or so.

Let’s be clear, teams that play American Football are football teams, Star Wars is a series of films and Virgin Trains run trains.

Here’s the perennial problem – often when people in the UK see the word franchise they visualise something completely different to what we franchisors would like them to see... a proven business concept.

I believe the demise of the ‘Franchise Sections’ within some of the national newspapers has not helped. This is where readers ‘stumbled’ across the franchise sector and the benefits of business-format franchising as a route to self-employment.

Once having been made aware of the UK franchise sector, readers subsequently engaged with franchise specific magazines and franchise exhibitions – all a form of networking, gaining traction for the sector.

And then along came the internet – technology that has seen off many in the ‘tangible media’. It changed and

impacted all industries, not just franchising, in favour of the hand-held connected devices for information.

However, as the UK franchise sector had a growth spurt during the late 1990s and the 2000s, many businesses decided to adopt the franchise model – some did very well by all accounts; others not so.

Those who fell by the wayside struggled to attract franchisees into their network and the problem remains the same today since people ‘stumbled’ across the franchise sector by accident.

What can franchisor’s do to solve franchisee recruitment? ● Contact their franchise trade

association and request it allocates a proportion of membership fees back into acquiring more prospects to find franchises – this time by design and not ‘stumbled’ upon. ● Find out what existing franchisees

were looking for online before they invested. My guess is they were not necessarily looking for a franchise.

Whilst the franchise sector in the UK is proving to be successful for many, more franchises could and should be thriving with an ever growing list of applications from prospective franchisees for the hundreds of top-notch, proven franchised business models out there just waiting to be discovered.

Franchisors in the UK are doing their best to raise awareness of the franchise they are offering, the ‘sharp thinking’ suggests that significantly more needs to be done collectively to raise the sector’s profile to the wider audience. n

NICENSTRIPY has launched in North Wiltshire as its newest franchisee, Adam Payne takes the territory and will be providing garden maintenance services across Swindon, Cirencester, Chippenham and the surrounding area.

Payne brings a wealth of experience to his new business venture, following a 15-year tenure in a facilities management company specialising in landscape maintenance.

His transition to nicenstripy is driven by his profound love for gardening and the outdoors, and his professional journey combined with a personal connection to nature, positions him as the ideal custodian for commitment to excellence, said nicenstripy.

Payne said: “I can’t wait to bring stripey lawns to Swindon and the surrounding area. After looking for gardening business opportunities for a while I found nicenstripy’s high levels of training, professionalism and core values, which all align with my personal ethos perfectly.

“I have a passion for helping people and making the most of their outdoor space, from small front gardens to commercial office workplace gardens. This marks the next step in my gardening career and I am ready to kick off and make a massive impact to my clients.”

Chris Tinsley, managing director of nicenstripy, added: “Adam has a wealth of experience having achieved a wide range of qualifications in the gardening space. He is a friendly and talented gardener who will deliver high standards of communication and workmanship.”

Payne will offer a comprehensive suite of services, including lawn mowing and maintenance, hedge trimming and garden clearance services. n

www.nicenstripy.com

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

FITNESS FRANCHISE

XCELERATE GYMS opens its latest family-focused fitness facility in Hackney, London

X

CELERATE GYMS, the fitness brand that has built its concept around every member of the family, has opened its latest family-focused fitness facility at London Fields, Hackney in East London.

At the heart of the gym is the large studio, designed to enable all members – including younger X-Nation members aged five to 15 years-old – to maximise their training with bespoke and exclusively designed fitness, combat sports and martial arts classes led by sport-specific coaches and experts.

XCELERATE said it launched membership sales for London Fields in November last year which saw new Founder Members signing up within minutes of the sale going live and since opening, the gym has been met with really positive feedback.

Iain Murray, managing director of XCELERATE GYMS, commenting on the opening of the London Fields facility, said: “All those involved have worked really hard to get the new gym open and it looks great! We have had a brilliant response from the local community and there was a lot of

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

excitement surrounding the new site which led to a strong pre-sale.

“The XCELERATE GYMS team were all delighted to welcome new business owner Sasha into our family of franchisees. Together, we are set to make a positive impact on the London Fields

“

We are delighted to launch our new gym and enjoyed welcoming all our new members to our launch party.

We can’t wait to get started, supporting all our Founder Members and creating a fitness hub that is a genuine asset for the local community.

community, and on the XCELERATE GYMS brand, as we secure new territories and open new gyms across the UK.” Commenting on their new business, franchisee Sasha Kaveh, said: “We are delighted to launch our new gym and enjoyed welcoming all our new members to our launch party. We can’t wait to get started, supporting all our Founder Members and creating a fitness hub that is a genuine asset for the local community.”

The new location joins the growing portfolio of XCELERATE GYMS at

facilities in East Grinstead, West Sussex and London gyms at Edgware and Forest Hill.

XCELERATE GYMS was founded in the UK in 2020 with the vision to be the ‘beating heart’ of local communities, as individuals and families focused on their health, wellbeing and fitness.

The company explains that its unique family offering is at its core, taking a full 360-degree view of its members’ health, fitness and wellbeing; and gives them the support, the tools and advice from experts to help them maximise every element of their mind, body and soul.

XCELERATE says every member is supported with bespoke programming based on scientifically proven support strategies founded in elite sport to empower members, irrespective of their current fitness level to help them unlock their full potential and achieve their personal best.

The franchisor added that it has prime territories available across the UK and its franchise opportunity aims to get new franchisees into business with an open gym within six months. n

www.xcelerategyms.com

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

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RETAIL FRANCHISE

Co-op unveils first Welsh franchised store T

he Co-op has launched its first Welsh franchised store to serve and support the Parc Derwen community of Bridgend, South Wales.

The convenience retailer operates approaching 40 franchise stores and says it is committed to growing its franchise model to bring its products and the benefits of Co-op membership to more communities.

The 2,700 sq ft Parc Derwen outlet includes an in-store bakery and Costa coffee alongside a focus on fresh, healthy products; meal ideas; everyday essentials; food-to-go; Fairtrade products, and free-from items including vegan and plant-based products.

Customers will also be able to order online for home delivery through

Deliveroo – with groceries picked fresh in store to be delivered quickly and

conveniently. A parcel collection service will be added following the launch. ➥

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

RETAIL FRANCHISE

LAWN CARE FRANCHISE

Greensleeves unveils new brand identity

Martin Rogers, director of partnership development at Co-op, said: “We are delighted to open our first franchise store in Wales. It is a tried and tested model, where our franchise partners utilise Co-op’s market leading convenience expertise to operate their own store under Co-op’s iconic brand – allowing us to bring Co-op products to more places, closer to where our member-owners and customers live and work.

“It is a channel we are focused on growing, as we work closely with partners of pedigree who share our values and principles in order to expand our franchise operation.”

Suresh Edirimuni (above), Parc Derwen joint franchisee with Ramesh Nadarajah, added: “We are delighted to launch and really looking forward to welcoming member-owners and customers. Our aim is to operate at the heart of local life, and we’ve worked to develop the range, choice and services to create a compelling offer to support our community.”

As one of the world’s largest consumerowned co-operatives, the Co-op says its members own the business and play an intrinsic part in the governance of the organisation, enjoying a wide number of benefits including member-only pricing across everyday essentials and personalised offers through the Co-op Membership app. n

www.coop.co.uk/franchise

G

reensleeves Lawn Care has launched a new brand identity and website to reinforce its position in the UK lawn care market. The new look is designed to represent the core values of the business – trust, quality and exceptional customer service.

The company says the comprehensive rebranding, the first in its 25-year history, completely refreshes the franchise’s visual identity and builds on it becoming the largest lawn care provider in the UK, while continuing to put the customer at the heart of the business.

The branding is being introduced throughout its network of over 100 locations with new van livery and uniforms, in addition to marketing materials and its social media.

Greensleeves adds that the new logo builds on brand recognition while being cleaner, fresher and modernised.

Greensleeves consumer website has been redesigned to improve user experience and engagement to increase customer enquiries, conversion rates and generate more leads for its franchisees.

Cheryl Harper, managing director of Greensleeves, said: “In our mission to reach and serve our 80,000 plus customers, we have carefully designed and developed our new website to streamline the service experience. This digital platform is tailored to ensure ease of access to our services for everyone,

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

whether they are new or long-standing customers, reflecting our commitment to convenience and customer satisfaction.”

‘Valuable insights and feedback from franchisees’ Greensleeves explained that it worked collaboratively with an external agency partner and in consultation with its Franchise Advisory Council (FAC) to ensure the rebrand met the needs of their customers and their franchise network.

This partnership involved workshops, focus groups, and market research to gather valuable insights and feedback from franchisees.

Chris Dibble, a member of the FAC and franchisee of Greensleeves Tunbridge Wells, added: “This investment in the brand is a huge step forward and will give the franchisees a fantastic set of tools to make 2024 the best year yet.

The website is going to make it easy for customers to book treatments for their lawn, which can only be a good thing for customers and franchisees alike.”

Harper concludes: “Our new slogan ‘The UK’s number one trusted lawn care provider’ reflects our customers’ 5-star reviews on Trustpilot and encapsulates our ethos and promise to our customers to be a leader in the lawn care sector.

With the rebrand implemented across the network, we can now focus on the continued growth of Greensleeves.” n

www.greensleevesfranchise.co.uk

ADVICE FOR FRANCHISORS

What is ‘content creation’ and why is it vital for your franchise?

By Lucy Archer, Co-founder, Rev PR

C

ontent creation – it’s a phrase we hear ALL the time now. But what does content creation actually mean?

Understanding its importance for brand awareness and trust building is vital if you’re going to grow your franchise.

In case you didn’t know, Rev PR is a PR agency that specialises in franchising. Over the last two years, we’ve witnessed the transformational impact of content creation in the fastevolving landscape of public relations.

And yes, ‘content creation’ has become something of a buzzword, yet its true essence and its pivotal role in PR, especially for franchisees and franchisors across the UK, merits a deeper exploration.

Let’s delve into the meaning of content creation, understand its significance, and uncover the best practices for utilising content to enhance brand awareness and foster trust.

Unpacking content creation ●

Definition and scope

Content creation, in the world of business, involves the crafting of engaging, relevant, and valuable materials that are aimed at attracting and retaining a defined target audience.

Wow, that’s a mouthful even for us! In laymen’s terms, it’s creating things that

“

Unless your product or service is extremely niche, you’re going to have competition – whether that’s locally or nationally. With this in mind, content creation serves as a beacon, illuminating your brand amid a sea of alternative options for your customers.

attract and keep the right people reading, listening, and watching.

with multimedia content tailored to their preferences.

This encompasses a wide range of formats – from blogs, articles, and social media posts to videos, podcasts, and infographics. Bringing to life messages that not only resonate but also inform and connect on a personal level.

The importance of content creation in PR

Essentially, anything you write, film, print, post, and even say about your franchise falls under the scope of content creation. You can’t do business without it. ●

Evolution of content creation

The advent of digital significantly broadened the scope of content creation, transitioning it from traditional press releases and broadcasts to a complex array of online content.

This evolution underscores the necessity for franchisees to adopt a multifaceted approach in your content strategy. Put simply (because that’s how we like to do things) you must ensure you reach your audience across numerous channels,

●

Building brand awareness

Unless your product or service is extremely niche, you’re going to have competition – whether that’s locally or nationally. With this in mind, content creation serves as a beacon, illuminating your brand amid a sea of alternative options for your customers. The content you create should distinguish your franchise through stories that are compelling and narratives that are memorable, ensuring you stand out for all the right reasons. ●

Establishing trust and credibility

No matter the sector your franchise operates in, trust is paramount. If we’ve said it once, we’ve said it a thousand times... People buy from brands that they KNOW, LIKE, and TRUST. Insightful and consistent content creation helps establish your brand as a leader

➥

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

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

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

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

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

Words are powerful.

Do I need PR for my business?

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

Use them wisely.

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

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

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

revpr.co.uk

“

The cornerstone of effective content creation is a deep understanding of your target audience or audiences – it’s common to have more than one! This means delving into the needs, preferences, and challenges of your potential customers.

both in your local community and your sector. Your content creation strategy should showcase your expertise and commitment to quality, all interwoven with your unique culture and values.

Laying this foundation of trust will attract loyal customers and even potential staff.

Engagement and relationship building

●

Beyond mere broadcasting, content creation should be used to spark meaningful conversations and build a community around your brand. Done well, it offers an opportunity for direct engagement with your target audiences.

The best strategies are ‘closed loop’, allowing for genuine engagement and feedback that foster deeper connections.

Effective content creation strategies for PR ●

Understanding your audience

The cornerstone of effective content creation is a deep understanding of your target audience or audiences – it’s common to have more than one! This means delving into the needs, preferences, and challenges of potential customers.

Tailor your content to offer solutions, add value, and avoid the hard sell. For the love of Pete, please avoid the hard sell, will you? If you’re still finding yourself doing this, give us a shout.

There’s no judgment here... but we can help. ●

Storytelling and brand narrative

The art of storytelling is a powerful tool in content creation. Worried you don’t have a ‘story’ to tell? Think again! ● The journey of your franchise – why

and how you started. ● Personalities in business – who are your people and why are they special?

ADVICE FOR FRANCHISORS ● Celebrating success and milestones. ● Charitable efforts and community

involvement. ● Exciting and entertaining customer

feedback.

All of this serves to make your franchise attractive and relatable. ●

Quality over quantity

While the urge to consistently churn out content is understandable, prioritising quality over quantity is crucial. Artificial intelligence engines such as ChatGPT can create hundreds of pieces of content daily – so exercise caution.

Audiences are already savvy to AI content and are actively seeking out authentic, human-led resources. Use AI to speed up your processes and support your content creation, but don’t rely on it completely.

Search Engine Optimisation (SEO) and visibility

●

Following on from the above – there is now so much content out there. By way of example, bloggers publish around 7.5 million posts on the internet per day.

Ensuring your content is discoverable is essential. It’s therefore important that your most powerful keywords (and general SEO best practices) are incorporated into your content creation process. This will enhance visibility and drive long-term organic search rewards.

Measuring the impact of content creation ● Setting objectives and Key

Performance Indicator’s (KPI) Someone very well meaning and clever once said, ‘What gets measured gets managed.’ It wasn’t renowned management theorist, Peter Drucker, before anyone rushes to tell us. The Drucker Institute categorically denies it.

For good reason.

“

Not all things that matter can be

measured. And not all things that get measured matter.

So, how do we measure the impact of the content we create? Sadly, there’s no ‘one size fits all’ approach. You must set your own clear objectives and identify measurable KPIs with which to monitor your activity. Perfection is not the goal – instead, start with what you think you know, then review and refine the most successful activity to replicate and improve as you grow. ●

Analytics and adjustments

The digital nature of content allows for unparalleled measurability. Utilising analytics to assess the performance of your content provides insights into what resonates with your audience. This enables you to refine and adapt your strategy for even greater impact.

Is content creation still king?

In 2024, all businesses face an increasing demand for authenticity and engagement in a highly automated digital media landscape. It’s quite the juxtaposition. The role of content has undeniably become more nuanced, yet its sovereignty remains undisputed.

Aim to produce regular, consistent, quality content. Create content that is suitable for multiple platforms, is tailored specifically for your target audiences and truly reflects your brand.

Measure your activity against specific metrics and refine over time for maximum impact.

If your content creation strategy feels lacklustre after reading this, don’t worry.

We’re here to help. Drop us a line or give us a call because we’re passionate about this stuff. Email lucy@revpr.co.uk or call 07921 572554.

At Rev, we regularly write articles about hot topics and share advice like this to help you make the most of your PR activity. Follow us on social media: LinkedIn, X or Instagram. n

Create content that is suitable for multiple platforms, is tailored specifically for your target audiences and truly reflects your brand. Measure your activity against specific metrics and refine over time for maximum impact. www.franchiseworld.co.uk | Spring, 2024 37

Exit Plan.

Do your franchisees have one?

We can support you with a FREE exit planning seminar to help your franchisees prepare for their future exit from the business.

"Great presentation from Michael to explain to our franchisees about how they go about getting their business ready for sale. An open and transparent process and lots of interesting information." - Becky H

www.franchiseresales.co.uk 01522 246811

FRANCHISE RESALES

Why selling your franchise resale through a broker makes sense

By Emma Bohan, Operations Manager, Franchise Resales

I

f you’re considering selling your franchise business, you might be tempted to handle the process yourself.

After all, who knows your business better than you do? However, enlisting the expertise of a specialised business broker, such as Franchise Resales, can offer numerous benefits and streamline the selling process. Here’s why trusting a broker is a smart move: ●

Maximising your profit

Specialised brokers possess in-depth knowledge of the franchise market, understanding the nuances that influence valuation. They conduct thorough analyses of your business’s financial performance, brand reputation, and growth potential to accurately determine its worth. By leveraging this expertise, brokers ensure that you receive the highest possible price for your franchise resale, optimising your return on investment. ●

Managing stress

Selling a business can be emotionally taxing, particularly when balancing dayto-day operations alongside the sale process. Brokers shoulder the burden of administrative tasks, marketing efforts, and negotiations, allowing you to maintain focus on sustaining business performance. Their guidance and support throughout the transaction alleviate stress, enabling you to navigate the transition smoothly. ●

Acting as liaison

Effective communication is critical in any business transaction. Brokers serve as intermediaries between you and potential buyers, facilitating dialogue and addressing concerns promptly. By maintaining open lines of

communication, brokers foster trust and transparency among all parties involved, fostering a conducive environment for negotiation and collaboration.

networking events, brokers maximise visibility and generate interest in your franchise resale. ●

●

Negotiation expertise

Negotiating the terms of a sale demands finesse and strategic acumen. Brokers possess extensive experience in navigating complex negotiations, adeptly balancing your interests with those of prospective buyers. They skilfully navigate contentious issues, such as price negotiations, asset allocations, and contractual agreements, ensuring a mutually beneficial outcome for all parties. ●

Effective marketing

Brokers employ targeted marketing strategies tailored to the unique characteristics of your franchise business. Leveraging their comprehensive network and industry connections, they showcase your business to qualified buyers actively seeking franchise opportunities. By deploying multi-channel marketing campaigns encompassing online platforms, industry publications, and

Screening time wasters

Identifying genuine buyers amidst a pool of inquiries is essential to expediting the sale process. Brokers conduct rigorous vetting procedures to screen out nonserious or unqualified prospects, saving you valuable time and resources. By qualifying prospective buyers based on their financial capabilities, industry experience, and alignment with franchisor requirements, brokers ensure that only qualified candidates progress to the negotiation stage. ●

Franchisor relations

Collaboration with franchisors is integral to facilitating a successful franchise resale. Brokers maintain close relationships with franchisor representatives, gaining insights into their criteria for prospective franchisees.

By aligning buyer profiles with franchisor expectations, brokers streamline the candidate selection process, expediting approval and minimising potential roadblocks. ➥

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

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

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

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

FRANCHISE RESALES ●

Time management

Effectively managing timelines and deadlines is essential to expediting the sale process and minimising disruptions to business operations. Brokers meticulously coordinate all aspects of the transaction, from initial listing to closing, ensuring that key milestones are met in a timely manner. ●

●

Financial guidance

Navigating the financial aspects of a franchise resale requires specialised expertise. Brokers provide comprehensive guidance to both buyers and sellers, elucidating complex financial considerations and structuring transactions to optimise tax efficiency and cash flow. By facilitating discussions on financing options, payment terms, and asset valuation, brokers ensure that financial arrangements are mutually beneficial and conducive to a seamless transition of ownership. ●

Refreshing marketing strategies

To maintain momentum and sustain buyer interest, brokers continuously adapt and refine marketing strategies throughout the sale process. They leverage data analytics and market insights to identify emerging trends and consumer preferences, tailoring marketing efforts to capitalise on evolving market dynamics. By implementing innovative marketing initiatives, such as social media campaigns, virtual tours, and targeted email marketing, brokers keep your franchise resale at the forefront of buyers’ attention, maximising exposure and driving demand. ●

Introducing to banks

Securing financing is often a significant hurdle for prospective buyers. Brokers leverage their relationships with banks and financial institutions to connect buyers with reputable lenders offering competitive financing options. By facilitating introductions and providing

“

Entrusting your franchise resales to a specialised broker offers numerous benefits, including expert valuation, strategic marketing, efficient negotiation, and seamless transaction management. insights into lending requirements, brokers empower buyers to navigate the financing process confidently, expediting the transaction and minimising delays. ●

Accurate business valuation

Determining the fair market value of your franchise business is essential to achieving a successful sale. Brokers conduct comprehensive business valuations, taking into account factors such as revenue streams, asset valuation, brand equity, and industry benchmarks.

By leveraging their expertise and proprietary valuation methodologies, brokers ensure that your franchise resale is priced competitively, attracting qualified buyers while maximising your return on investment. ●

Honesty and integrity

Integrity is paramount in the brokerage industry, and reputable brokers adhere to the highest ethical standards throughout the sale process. They prioritise transparency, honesty, and integrity in all dealings, fostering trust and confidence among clients and stakeholders. By maintaining unwavering integrity and conducting business with utmost professionalism, brokers safeguard your interests and uphold the integrity of the transaction.

40 Spring, 2024 | www.franchiseworld.co.uk

Creating heads of terms

The preliminary agreement, or Heads of Terms, lays the foundation for the sale transaction, outlining key terms and conditions agreed upon by the parties involved. Brokers collaborate with both buyers and sellers to draft comprehensive heads of terms that reflect their respective interests and expectations. By clarifying crucial aspects of the transaction upfront, brokers set the stage for productive negotiations and minimise the risk of disputes later in the process. ●

Coordinating with solicitors

Legal complexities are inherent in any business transaction, and collaboration with experienced solicitors is essential to ensuring a smooth and legally sound sale process. Brokers work closely with solicitors on both sides of the transaction, facilitating communication and providing necessary documentation and information. By serving as a liaison between parties and overseeing the legal aspects of the transaction, brokers expedite due diligence, mitigate risks, and facilitate a successful closing.

In summary Entrusting the sale of your franchise business resale to a specialised broker offers numerous benefits, including expert valuation, strategic marketing, efficient negotiation, and seamless transaction management.

By leveraging their industry expertise, extensive networks, and unparalleled dedication, brokers maximise value for sellers while facilitating a seamless transition for buyers, ultimately ensuring a successful outcome for all parties involved – contact our team at Franchise Resales to see how we can assist you. n

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

CHILDREN’S NURSERY FRANCHISE

Monkey Puzzle reports year-on-year revenue growth

A

fter a strong year for Monkey Puzzle Day Nurseries which saw it celebrate revenue growth, new franchisees opening nurseries and winning a number of awards, the brand reports its on course to not only replicate last year but surpass this success in 2024.

Richard Blunden, chief executive officer of the children’s nursery franchise said: “Everyone at Monkey Puzzle can be really proud. It is always nice to be recognised for your achievements, but we know there are always ways in which you can improve. We are committed to inspiring excellence in early years education, and we’re excited to continue on our mission in 2024.”

Monkey Puzzle said it marked 2023 with multiple new nurseries and welcomed franchisees for the London territories of Stoke Newington, Streatham Common and Cheam, which reopened following investment from new franchisees.

Further franchises opened at Bishop’s Stortford, Hertfordshire; Seer Green,

Buckinghamshire and Timperley, Manchester. Sites later this year have also been announced for Northampton and Wokingham in Berkshire.

In a standout year for the brand culminating in a series of milestones, it earned the Great Place to Work Certification for the fourth consecutive year and was recognised as one of the UK’s Best Workplaces for Women 2023, awarded by Great Place to Work.

Monkey Puzzle adds that five nurseries also received nominations for the National NMT Nursery Awards.

Monkey Puzzle explains that its tried and tested business model, allied to franchisee’s local knowledge, is central to the network’s collective achievements and after a strong year it’s on course to

open between five and seven more nurseries this year.

Blunden comments: “Our model has evolved and been finessed over nearly two decades and this framework is at the heart of our growth. Year-on-year, our total network revenue has grown by nearly £7m, a 14 per cent increase, but more importantly, quality of early years education is what drives us.

“Demand for our services continues to grow, so we plan to meet this need and service more communities by adding 25 to 30 nurseries by 2028. A key part of our growth is organic, enabling existing owners to become multi-unit franchisees within the same timeframe.” n

www.monkeypuzzlenursery.com

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

NEWS

Franchising from both sides of the fence

Hand-picked contributors offer their advice on Buying a Franchise and Franchising a Business For prospective franchisees; the basics of franchising, understanding the franchisor’s projections, rights and obligations in a franchise agreement, benefits of buying a franchise resale, and advice if the franchisee/franchisor relationship fails.

For prospective franchisors; turning a business into a franchise, recruiting franchisees, setting performance targets and fees for franchisees, preparing the operations manual, and expanding internationally.

Plus: sample franchise and master franchise contracts

TaxAssist’s franchisee for Dorking celebrates 15 years K

een to achieve independence and freedom from corporate life, Alan Chesterfield (above), joined TaxAssist Accountants as the franchisee for Dorking in 2009, and has since built up a business with over 700 clients from his shop premises in Surrey.

Chesterfield says it’s been a fantastic journey becoming a franchisee with TaxAssist: “It didn’t take long to start bringing some clients on board and now with a successful practice of many years, I look back at that leap and reflect that actually it turned about to be more of a ‘hop’.

Click here to read online for free!

“This is down to the outstanding support along this journey from all of the team at our franchise support office which has helped to make it so enjoyable and rewarding at the same time. Running your own business can feel lonely at times but I’ve always felt part of a big team.

42 Spring, 2024 | www.franchiseworld.co.uk

“There’s a real demand for our services and has been since I first launched the practice, even though it was at the height of the last recession. I have seen how economic uncertainty drives the need for a trusted advisor and it’s been enjoyable and rewarding to have met and helped so many people in my local community.

“I enjoy providing good quality support and advice to my clients, and through my staff and myself this has enabled me to build a substantial practice, which has scope to grow even further.”

Chesterfield is one of more than 200 TaxAssist franchisees operating from over 400 shops and offices across the UK providing accounting, tax and advisory services to a variety of clients including personal taxpayers, sole traders, partnerships and business owners. n

www.taxassistfranchise.co.uk

FOOD FRANCHISE

Tortilla’s ‘key ingredients for a successful travel food offering’ with SSP outlets T

ortilla Mexican Grill, the UK’s fast-casual Mexican restaurant brand, reports a continuing successful relationship with the SSP Group who will open four new locations this year, with a pipeline of opportunities for 2025.

SSP, an operator of food and beverage outlets in travel locations worldwide, currently has five Tortilla outlets across the UK, with Manchester Piccadilly train station being the most recent to open.

Tortilla sees franchise partnerships as a key part of its growth strategy, as transport hubs, universities and other such locations become an increasingly important channel to access consumers.

The brand says its franchise proposition and operating model are perfectly suited to franchising with the simple kitchen setup being easy to replicate, while its central production food model provides consistency of food quality and enables franchisees to quickly train employees.

Richard Morris, chief executive of

Tortilla, said: “Our fundamental purpose is to provide outstanding food, at excellent value for money and great service. Our relationship with SSP has been hugely successful since we launched with them in 2019 at Euston station in London.

“Whilst Covid inevitably impacted the rate at which we opened sites, we have since launched record breaking sites in London Gatwick and Bristol Airport, as well as Leeds MSA and Manchester Piccadilly station.

“We are excited to continue our partnership with more UK travel locations, and potential European equivalents over the coming years given SSP’s strong foothold across 37 countries globally.”

Cathy Granby, business development director at SSP, added: “We see the brand becoming more and more popular across all our locations within our travel hubs.

“The offer is good value, travels well and is great quality. All the key ingredients for a successful travel food offer. We look forward to opening more locations with Tortilla over the coming years.”

‘Food provenance and quality’ The franchisor said food provenance and quality are a critical component of Tortilla’s proposition. Fillings for burritos, tacos and quesadillas are prepared in-house and toppings are prepared fresh daily, free from artificial flavours or preservatives. The brand says it serves more than six million customers every year.

Tortilla operates more than 85 locations across the UK through nationwide partnerships. Internationally, Tortilla operates in the Middle East with 10 restaurants in Dubai and Saudi Arabia through an exclusive franchise partnership. n

www.tortillagroup.co.uk

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

FITNESS FRANCHISE

Busylizzy’s fitness programmes for pregnant and postnatal women

J

ulie Clabby, founder of Busylizzy, the pregnancy and postnatal fitness franchise, has set her sights on getting more women to embrace an active lifestyle during the busiest phase of their lives. Here she explains why Busylizzy aims to empower women to undertake 150 minutes of physical activity per week.

Active Pregnancy Foundation in June 2023 revealed the crucial benefits of regular physical activity for pre and postnatal women. Recognising this need, Busylizzy has crafted specialised Pregnancy and Mum&Baby Programmes for its franchisee network.

Pregnancy and motherhood are transformative experiences that bring joy and fulfilment but also come with their set of challenges. One aspect that often takes a backseat is maintaining a healthy and active lifestyle.

The study emphasised the importance of physical activity for both the physical and mental well-being of pre and

However, a groundbreaking study by the

Active Pregnancy Foundation findings

“

postnatal women. Healthy pregnant and postnatal women were encouraged to accumulate 150 minutes of activity per week.

The benefits ranged from reducing the risk of complications such as preeclampsia, gestational hypertension and gestational diabetes, to addressing issues like excessive weight gain, delivery complications, and postnatal depression.

Moreover, babies of active mums experienced fewer complications,

Babies of active mums experienced fewer complications, emphasising the holistic advantages of exercise during this crucial period.

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

emphasising the holistic advantages of exercise during this crucial period.

Challenges faced Despite the proven benefits of physical activity, many women find it challenging to incorporate exercise into their routine due to various reasons. Common obstacles include a lack of childcare, demanding work commitments, or apprehension about engaging in appropriate forms of exercise during pregnancy or the postnatal period.

The Busylizzy Pregnancy and Mum&Baby Programmes are designed to cater to the unique needs of women during these stages, ensuring a safe and effective fitness journey that a traditional gym cannot provide.

Pregnancy Programme The Pregnancy Programme offered by Busylizzy franchisees seamlessly blends yoga and Pilates sessions with cardio and strength workouts, led by qualified pre and postnatal professionals.

These classes provide comprehensive care for every participant, whether at a local studio or through live Zoom sessions at home. This flexibility addresses the time constraints and concerns about participating in the correct forms of exercise, making it accessible for all.

Mum&Baby Programme Transitioning into the Mum&Baby Programme, new parents receive dedicated support from six weeks postpartum onwards. Focused on pelvic floor health, gentle stretches to alleviate common postpartum discomforts, and inclusive strength and cardio sessions, these workouts cater to the unique needs of postnatal bodies.

The emphasis is not just on the mothers; the programme incorporates activities that engage the baby, making it a holistic and enjoyable experience for both.

Conclusion Since 2011, Busylizzy’s commitment to the well-being of pre and postnatal women shines through and with our dedicated programmes, franchisees can offer even more tailored support to women during this special time.

By participating in our programmes, women can easily achieve the recommended 150 minutes of exercise per week, all while enjoying quality time with their babies.

“

Empowering women to overcome

common barriers to exercise, we offer a pathway to a healthier and more active lifestyle during pregnancy and beyond. n

julie@busylizzy.co.uk www.busylizzy.co.uk/franchise

Despite the proven benefits of physical activity, many women find it challenging to incorporate exercise into their routine due to various reasons. Common obstacles include a lack of childcare, demanding work commitments, or apprehension about engaging in appropriate forms of exercise during pregnancy or the postnatal period. www.franchiseworld.co.uk | Spring, 2024 45

NEWS

ActionCOACH franchisee, Andrew Sperring, invited to 10 Downing Street unified vision and mission, propelling a diverse workforce, inclusive of all backgrounds, to achieve collective and individual triumphs.

Sperring adds: “With my own experience of dyslexia and ADHD, I highlighted the challenges within the education system and its one-size-fits-all approach. I didn’t feel like I really started learning until I left education to work and found my own way of learning.

“Then going into business, I felt I was on my own to make it or fail, as most SME owners still feel now – it can be a lonely place. By making work accessible to people from all backgrounds, leaders and teams can leverage talent to succeed and, by extension, fortify the UK economy.”

Award-winning mentor

A

Instrumental in Sperring’s invitation to the event was winning the UK’s No.1 Business Mentor for the Biggest Impact to SMEs at The National Mentoring Matters Awards 2023.

● Andrew Sperring

ndrew Sperring, ActionCOACH Bristol, was honoured with an invitation from Prime Minister Rishi Sunak to visit 10 Downing Street for an exclusive gathering of small business leaders to address key aspects of scaling a successful business in the UK. ActionCOACH sees the landmark event signifying the importance of business coaching in entrepreneurial success and shares insights of the occasion.

Hosted by the Exchequer Secretary to the Treasury, Gareth Davies MP, and the Prime Minister’s Special Adviser on Business and Investment, Franck Petitgas, roundtable discussions delved into the critical subject of financial accessibility for burgeoning enterprises.

In a panel helmed by Sunak, three exemplary founders shared their journey of scaling their operations from local to global heights, epitomising the entrepreneurial spirit of small and medium-sized enterprises (SMEs).

“It was interesting to see what the panel and the group of entrepreneurs all had in common – passion and ambition to make a difference. I was surrounded by strong, resilient, hard-working people and felt I was definitely in the right room,” commented Sperring.

The like-minded entrepreneurs discussed the hurdles faced by SMEs, particularly in funding, growth and sustainable success. The conversations also highlighted the indispensable role of a

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

Summing-up Sperring said: “It was a privilege to contribute to the vital conversation about nurturing SMEs, which constitute 99.2 per cent of our business population. As we step into 2024 with over 5.6m private sector businesses, my commitment as a business coach is to ignite substantial progress and unlock the vast potential that awaits Britain’s entrepreneurial spirits.”

Through its network of business coaches, ActionCOACH is dedicated to improving the operations, efficiency and profitability of businesses in the UK and globally. n

www.franchise.actioncoach.co.uk

ADVICE FOR FRANCHISORS

Key developments in UK franchising case law – a year in review

By Gordon Drakes, Partner, Fieldfisher

A

s 2023 drew to a close, I reflected on the key developments in UK franchising case law in the year that was.

There were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee.

Interestingly all four cases are related to the topic of non-renewal and termination, and there are number of key takeaways for franchisors to bear in mind.

This article will not consider learnings from wider commercial case law, which is applicable to franchise systems, but sets out (in reverse chronological order) an overview of the cases and the key takeaways.

1 Burke Partnership (TBP) v The Body Shop International Ltd (Body Shop) The Body Shop and TBP entered into two franchise agreements in 1981 and 1982 in respect of a retail store franchise for three Body Shop stores across the territories of Norwich and Cambridge (the ‘Agreements’). The Agreements were materially identical, and continued for a five term year, with a right to renew for a further five years. The Agreements were renewed over a thirty year plus period, by way of extension letters, which extended the term of the Agreements by five years.

Body Shop attempted to end this practice by serving a notice to terminate on three years’ notice, stating that the Agreements were not intended to run in perpetuity, and had become hopelessly out of date.

TBP rejected the notices, stating that the Agreements are not perpetual as they

can be determined, but the right to renew is ongoing, and Body Shop had no right to terminate on convenience. TBP sought a declaration from the court that the notices to terminate were invalid, and the Agreements should continue.

The court rejected Body Shop’s arguments for the following reasons: ● The Agreements already had express

provisions relating to duration, renewal and termination, and the Agreements did not lack commercial or practical coherence in the absence of an implied term to terminate on reasonable notice. ● The term sought was not so obvious

that it went without saying, meaning it could not be implied so easily. ● The argument that the terms were

outdated, and so an implied right to terminate was needed, was not accepted as the Agreements and their extensions had been entered into willingly. Such a term would not have been contemplated at the time, and the commercial bargain struck in the early 80s endured to now.

“

There were four cases of note, three judgements awarded in favour of the franchisor, and one in favour of the franchisee. All four cases are related to the topic of non-renewal and termination. to ensure there are no “ticking time bombs” woven into the fabric of their networks. ● Franchisors with “legacy contracts”

should think carefully before engaging in a process of imposing a new franchise agreement or terminating on reasonable notice, if the underlying agreement does not allow for this. ● The English courts remain hesitant to

imply terms. The court will only do so if the implied term does not interfere with the express terms, is required to correct a manifest error or is so obvious that it does without saying. ● In relation to interpretation, the courts

Takeaways:

will not consider commercial hindsight, but will look at the factual matrix as it existed at the time, and what would have been commercial common sense to the parties when they entered the agreement.

Time is irrelevant – the commercial bargain as agreed over 40 years is still persuasive.

● All franchisors should take the opportunity to review their renewal processes, criteria and contractual terms,

● A repeating right to request a renewal does not amount to a perpetual contract.

About the author Gordon Drakes is a Partner and co-head of the franchising and commercial team at European law firm, Fieldfisher.

He is a BFA affiliated solicitor. The Legal 500 ranks Drakes as a ‘Leading Individual’ and Who's Who Legal: Franchise 2023 ranks him as a Global Thought Leader.

gordon.drakes@fieldfisher.com www.fieldfisher.com

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

ADVICE FOR FRANCHISORS ● Court declarations are a useful tool in litigation, particularly where damages would not be an adequate remedy, enabling parties to resolve uncertainty over major aspects of their claims before proceeding to full trial. ● Finally, don’t underestimate the power of a longstanding franchisee.

2 Winkworth Franchising Ltd v Goble Winkworth and Goble entered into five 20-year franchise agreements (the ‘Agreements’) in respect of the sale and letting of property in London. Goble had a right under the Agreements to twice extend them by ten years. Winkworth could refuse to extend on specific grounds, including if Goble had breached any contractual obligation.

Goble was obliged to provide Winkworth with annual accounts for the year of 2020, by May 2021. Goble failed to produce the accounts following several requests from Winkworth. In 2022, Goble notified Winkworth that it wished to renew the Agreements. Winkworth issued a counter notice refusing the request for renewal, on the basis that Goble had failed to provide the required information.

Goble contested the validity of the counter notice, on the basis that: ● The breaches were not sufficiently material to justify the sanction of a refusal of an extension. ● The requests for information by Winkworth were insufficiently clear and that no rent receipts existed. ● Winkworth was estopped by

convention as an understanding had arisen that there was no specific time frame for the provision of accounts. ● Winkworth was unfairly trying to find

fault so that it could take over the franchises or enter into new agreements on different terms.

This was a summary judgement, and the court had to determine if Goble had a ‘realistic prospect of success’ at full trial.

The court granted a declaration that Winkworth’s counter notice was valid.

Essentially, the renewal terms were clear and an additional requirement of materiality should not be imported in the Agreements. Winkworth’s requests for accounts had been ‘legitimate and sufficiently clear’ and Goble’s argument that a common assumption had arisen to estop Winkworth was not relevant to whether the terms of the franchise agreement had been breached.

Takeaways: ● This case highlights the importance of

having clearly drafted conditions for renewal. ● The courts are reluctant to import an

additional requirement of materiality if a franchisee is in breach of those conditions. ● It is important to follow up on breaches. In this case, that Winkworth has issued breach notices for the late submission of accounts easily overcame the argument for estoppel by convention.

3 London Business House Ltd v Pitman Training Ltd London Business House Limited (LBH) entered into a franchise agreement in 2015 with Pitman Training Limited (Pitman) to provide career focussed training courses and qualifications for individuals looking to develop their professional skills.

LBH terminated the franchise agreement in 2017, blaming the failure of the franchise on Pitman’s supply of “white labelled” course materials to another course provider, which was operating in the same territory. LBH claimed Pitman’s activity breached an implied term of exclusivity, and that Pitman misrepresented to LBH in precontractual negotiations by stating LBH would enjoy an exclusive territory from which to trade the Pitman brand.

The court held that Pitman’s actions had not breached any contractual exclusivity, and LBH, which was advocating as a litigant in person without legal representation, had failed to produce sufficient evidence of pre-contractual misrepresentation, which could overcome the entire agreement and nonreliance clauses in the franchise agreement.

48 Spring, 2024 | www.franchiseworld.co.uk

Takeaways: ● Despite finding against LBH, the

court was persuaded by the argument put forward by LBH that there was an exclusive aspect to the grant of the Pitman franchise, despite an absence of the word “exclusive” in the grant of rights. Language used elsewhere in the franchise agreement certainly created an impression of exclusivity over the use of the brand and system in a dedicated area. ● Franchisors should review their grant of rights carefully (typically nonexclusive, sole or exclusive, or perhaps a franchisee right of first refusal), and ensure this is consistent throughout the franchise agreement, and reflected in all pre-contractual discussions and documents. ● If franchisors overlay geographical areas with “channels”, they need to take care over how their franchise agreements regulate exclusivity. The same applies if franchisors themselves sell goods or services into the same areas, perhaps via online sales, or in this case, white labelled goods or services.

4 Hunters Franchising Ltd v Brybond Ltd Brybond, the master franchisee, had entered into a renewal regional master franchise agreement (MFA) in 2014 for the Hunters estate agency. The MFA included a development schedule requiring Brybond to meet certain development targets (appointing approved sub-franchisees) within its allocated territory, failing which Hunters could withdraw exclusivity.

When the time came for renewal of the MFA, it was not disputed that Brybond had failed to comply with the development targets.

However, Brybond argued in defence of the breach that Hunters did not act in good faith because it allowed a position to develop in which the only question Hunters asked or answered, when deciding whether to approve each of Brybond’s proposals for sub-franchisees, was whether an existing franchisee (who had reached a settlement with Hunters which affected the part of allocated territory in the MFA), would suffer under that proposal and Hunters did not

NEWS allow itself to either measure that disadvantage objectively or to contrast it with the disadvantage to anyone else with whom it had legal relations by the rejection of that proposal.

In consequence, it was argued, Hunters did not use its power (or veto) to reject (or approve) proposals, for the purpose for which that power was granted, but, rather, used it for an ulterior purpose; either to favour the other franchisee or to put Brybond in breach of the MFA. Counsel for Brybond abandoned the contention that there was a broader, more free-standing, implied duty of good faith in the 2014 MFA, but instead asked the judge to consider if Hunters had breached a Braganza implied term when exercising its contractual discretion to approve or disapprove a development proposal.

The court held there was no breach of the Braganza duty (an implied obligation in the absence of clear language to the contrary) either on grounds of irrationality or for an ulterior purpose.

Hunters had a consistent policy relating to exclusivity and allocation of development opportunities, it did consider the impact of its decisions on the relevant franchisees and it dealt openly with Brybond, reminding Brybond of this policy, considering other proposals with an open mind, and suggested refinements to the proposals in question.

Takeaways: ● The courts are unwilling to imply

general duties of good faith, unless there is a clear contractual gap to address. ● The Braganza duty differs from a general implied duty of good faith and applies only to where one party is able to exercise discretion on a matter that affects both parties with differing interests.

Sarah Cressall, founder of The Creation Station, awarded an OBE S

arah Cressall, founder and chief executive of The Creation Station, the multi-award winning arts and crafts franchise has been awarded an OBE in the King’s New Year Honours List 2024 for services to Creativity in Education, Entertainment and Business.

Cressall launched The Creation Station in 2002 after finding that local activity groups she attended with her three preschool aged children were to prescriptive as all the children in the group had to do the same activity. This led her to identify a gap in the market for activities that engaged and sparked each child’s natural curiosity.

In 2007 the first Creation Station franchise was awarded and today Cressall has 61 franchisees offering creative arts and crafts experiences for children and adults. These include parent and baby workshops, preschool STEM classes, afterschool and holiday camps, birthday parties, adult creative craft workshops and Paint & Sip events.

Activities are also run in partnership with leisure centres, holiday camps, local pubs and care homes.

with 1.8 million people to date, and has the largest number of reviews on the customer review platform, Trustist, for any children’s activity provider in the country.

‘Give back’ to an association that has been so supportive Cressall joined the British Franchise Association (BFA) in 2009 and served on the board of the association from 2019 to 2022. She said it was important to do things the right way: “I went to the BFA for that help and advice and stepped up to serve on the board, not only to continue to raise standards in the industry but also to ‘give back’ to an association that has been so supportive to me and my business.”

On her award Cressall said: “I think the benefits of investing in a franchise are still not fully recognised by many people and I hope this award will help to further raise the profile of franchising as an ethical, professional business model that can offer fantastic self-employment opportunities to millions of people across the UK.”

● Franchisors should develop criteria for all matters requiring contractual consent (such as site/candidate approval, contract renewal, or approving a sale of business). n

The company’s head office also runs a creative activity entertainment agency, which provides franchisees with leads and contract work for entertainment activities at locations such as shopping centres, in-store events and festivals, in addition to Kids Zones at the Olympics and Commonwealth Games.

Pip Wilkins, chief executive of the BFA, added: “I remember having my very first meeting with Sarah as she launched the franchise over 20 years ago. From that day to this, she has been a prime example of a franchisor who has run their business in an ethical and professional manner, abiding by our and her own, strict code of conduct.” n

gordon.drakes@fieldfisher.com www.fieldfisher.com

Creation Station highlights that its brand has shared its classes and events

www.thecreationstation.co.uk

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

ADVICE FOR FRANCHISORS

Replicating a successful business system: the link between SOPs, operational audits and quality

By Penny Hopkinson, Founder, Manual Writers International

T

he cornerstone of franchising success lies in meticulously crafting an operations manual that serves as a navigational beacon for franchisees, guiding them to accurately replicate the franchisor’s proven business system.

Without a manual, rich in detail and clarity, franchisees are left to navigate the complexities of the business with mere conjecture, potentially deviating significantly from the franchisor’s blueprint.

Franchising’s essence is to duplicate a model of success, which hinges fundamentally on transferring the franchisor’s accumulated knowledge and operational methodologies. When franchisees are handed anything less than a comprehensive, well-structured operations manual, they are inadvertently set on a path of guesswork.

This not only undermines the franchise’s consistency and integrity but also dilutes the value of the investment made by the franchisee in acquiring the franchise and the franchisor in developing a replicable system of success.

Franchisees are likely to be off-brand, leading to confusion among customers if different messages, logos, and nonstandard colours are used in marketing and promotion. The repercussions can be catastrophic.

Say, for example, that a franchisee fails to operate according to the laws and regulations covering all food businesses.

These laws and regulations protect

consumers in many parts of the world because the food and beverage industry is considered to pose a potential danger to consumers. In this instance, our franchisee operates purely on instinct and what they think they know from cooking at home.

Consequently, a child with a nut allergy dies after eating a cheese and pickle sandwich made with walnut bread – although this type of bread is not on the franchisor’s approved list of products that franchisees are allowed to source.

The franchisor has provided training, and the manual has a section about preparing, labelling, and selling items with nuts. The local health authorities closed the franchise, and the franchisee/manager was jailed for two years. This is reported in the local, regional, and national press, damaging the brand permanently.

Customers must be 100 per cent confident that the outlet prepares and serves excellent, safe food the first time, every time, in a hygienic and risk-free

environment. Therefore, the franchisor should have operated and fully documented a comprehensive food safety management system across the whole food supply chain – from growers or manufacturers through distribution and preparation – to the customer’s plate.

Linking know-how to business system Understanding that know-how forms the bedrock of a franchise’s success, it’s crucial to recognise how this know-how translates into an effective business system. This transition is not just about accumulating knowledge but about organising it to become actionable within the franchise model.

Know-how is defined as confidentially or closely held information. This will include technical data, formulas, standards, technical information, specifications, processes, methods, handbooks, and raw materials – i.e., all information, knowledge, assistance, trade practices, secrets, and improvements.

About the author Penny Hopkinson is the founder of Manual Writers International and the author of Manual Magic: Create the Operations Manual Your Franchisees Need to Succeed. The book is available in Kindle and paperback formats on Amazon.

Hopkinson, in 1989, was invited to join the British Franchise Association (BFA) as an Affiliate Professional Advisor to set an operations manual ‘gold’ standard for members, and in 2011, she was awarded a Companion of the BFA in recognition of her outstanding contribution to the development of franchising in the UK.

manualw@aol.com www.manual-writers.com

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

An established franchisor’s know-how will have been accumulated over many years – much of it learned the hard way.

Know-how will likely be scattered like confetti in files across a digital network.

Even in a mature franchise, much good content may be found as hard copy or, most likely, reside in a team member’s head.

Know-how may live purely in the founder’s head in a newly established franchise. Teasing it out to create comprehensive content is crucial in replicating a process faithfully.

Transitioning know-how into a business system The distillation of know-how into a structured, operational form is where the business system comes into play.

Through this system, the franchisee is equipped to not only meet but exceed customer expectations consistently, ensuring the brand’s integrity and success across various locations.

The business system is how the franchisee will meet customer expectations by systematically analysing, measuring, comparing, and testing all the possibilities of what the customer does or doesn’t want. A robust business system, capable of surviving the highs and lows of a business cycle, is at the heart of any high-performing franchise model and should provide the franchisee with a process to fix their operations – e.g. by performing internal and external audits.

A sound business system will help the franchisor and franchisee reduce costs and prevent the erosion of profits.

Applying it to safety, hygiene, and quality or getting the job done promptly will give them practical, efficient, and repeatable results. It should also provide a clear plan to develop the business and improve top-line performance.

Business system to SOPs: the critical bridge The effectiveness of a business system is inherently tied to the clarity and precision of its Standard Operating Procedures (SOPs).

These procedures are the tangible expressions of a franchise’s know-how,

distilled into actionable steps. This streamlines operations and ensures uniformity and quality across the franchise network.

Let’s explore how SOPs function as the cornerstone of operational excellence.

The franchisor’s know-how and business system will be presented in the operations manual as a stand-alone, structured set of SOPs. These procedures capture organisational knowledge for all repeatable core processes. The franchisor’s objective is to ensure that the franchisee gets a reliable result the first time, every time. To quote Aristotle: ‘We are what we repeatedly do.

Excellence, then, is not an act but a habit.’

In a franchise, SOPs are detailed instructions describing executing routine activities or tasks. They’re designed to ensure that every step in a process is explicitly defined, leading to consistency and uniformity of performance, and reducing miscommunication.

Compliance with SOPs is essential for achieving standards and operational excellence, as they describe the ‘ideal’ way a process should be performed and lead to efficiency, consistency, and compliance.

Operational audits: the lens of improvement Once SOPs are established, their realworld application and effectiveness must be continuously assessed. This is where operational audits come into play, serving as the critical lens through which the practical application of SOPs is evaluated and refined.

Operational audits ensure the franchise operates and thrives by complying with the highest stated and implied standards and are systematic reviews of effectiveness, efficiency, and compliance with an organisation’s policies, regulations, and procedures.

An operational audit evaluates the SOPs in action, measuring whether they are followed and have the desired effect. The goal is to identify operational improvements and increase efficiency.

Operational audits often identify areas

for improvement in the SOPs. This continuous loop of evaluation and improvement drives operational excellence by constantly refining processes and procedures to optimise results.

The link between SOPs and operational audits The symbiotic relationship between SOPs and operational audits cannot be overstated. Together, they form a dynamic ecosystem that fosters continuous improvement, operational excellence, and quality assurance. By systematically reviewing the adherence to and the efficacy of SOPs, operational audits pinpoint areas for refinement and validate the integrity of the business system itself.

Quality: the ultimate goal The pursuit of quality is at the heart of all these mechanisms – from know-how to SOPs, through operational audits.

Quality is not a static benchmark but a dynamic goal that evolves with customer expectations and industry standards. It encapsulates everything from product excellence to customer service, embodying the franchise’s commitment to being the best in its field.

Quality is everything that adds up to providing complete customer satisfaction so that the franchisee can build on the franchisor’s desire to be the customer’s ‘No.1 Choice’ – e.g. extensive choice of locations, highly trained personnel, and longer opening hours. It is superior in knowledge, selling skills, and all-around professionalism and essential in communicating the franchisor’s vision and brand values – it’s their DNA. This will lead to more loyal customers who become great brand advocates.

Perception of quality: meeting and exceeding expectations The journey towards quality is perpetual, driven by the understanding that customer satisfaction is paramount. The franchise’s commitment to quality in every aspect of its operations ensures that it meets and exceeds customer expectations, securing its position as a leader in the marketplace.

Quality is critical, no matter where we are and what the product or service may

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

ADVICE FOR FRANCHISORS

NEWS

Visiting Angels wellbeing workplace award

be. Yet, quality is in the eye of the beholder. Our perception of quality varies and may change many times during a lifetime.

Remember the thin, synthetic shirt made with nylon or polyester that crackled with static when you took it off? It was easy to wash, drip-dry, non-iron, practical, cheap – and uncomfortable to wear, especially in hot weather. It suited a lifestyle and a budget.

Next came the more expensive cotton shirt that was gentle on the skin, comfortable, and kept us fresh longer, whatever the season.

Finally, the elegance and sophistication of a silk shirt moulding softly to the body, conveying a pleasant sensation of freshness, smoothness, and softness to the touch – the epitome, to some, of exceptional quality.

Whatever their perception of quality, the franchise team must understand that franchise quality must conform to the customer’s needs and expectations. This is not necessarily their own perception.

The franchisor’s task is to communicate the customer’s perception of ‘quality’ through the operations manual.

Descriptions such as ‘best, highest, exceptional’ and ‘good’ are inadequate.

They don’t convey anything to the reader, so this description must be qualified to avoid confusion.

The essence of quality in the franchise business extends beyond mere product or service offerings; it embodies the totality of the customer experience. From the moment a customer interacts with the franchise, every touchpoint, whether service, product, or environment, contributes to their perception of quality.

This holistic approach to quality distinguishes a successful franchise and fosters brand loyalty.

Conclusion: the interconnected path to success The journey from capturing and codifying know-how through the meticulous application of SOPs to the rigorous scrutiny of operational audits culminates in achieving unparalleled quality. This progression illustrates a

series of steps and a cohesive, interconnected path towards replicating a successful business system.

The link between SOPs, operational audits, and quality is not linear but cyclical, each element reinforcing and enhancing the others. This dynamic interplay is at the heart of operational excellence, ensuring that a franchise can consistently meet and exceed both its own standards and those of its customers.

By prioritising these components, a franchise establishes a robust framework that supports sustainable growth, brand integrity, and customer satisfaction.

Through this dedication to continuous improvement and a relentless focus on quality, a franchise can truly thrive, setting a benchmark for success in its sector or industry.

Summary In summary, replicating a successful business system within the franchising model hinges on the seamless integration of SOPs, operational audits, and a steadfast commitment to quality.

SOPs are the foundation, providing clear, actionable guidelines derived from the franchisor’s accumulated know-how.

Operational audits act as the mechanism for continual improvement, ensuring SOPs are followed and optimised for efficiency, compliance, and effectiveness.

Ultimately, the pursuit of quality, influenced by the franchisor's standards and customer expectations, binds these elements together, driving the franchise towards excellence. This interconnected approach safeguards the brand’s reputation and enhances customer satisfaction, laying the groundwork for sustained success and growth. n

52 Spring, 2024 | www.franchiseworld.co.uk

VISITING Angels, the home care provider who puts their caregivers at the heart of its business, has been awarded Support Network of the Year in the Great British Workplace Wellbeing Awards 2024.

Honoured for their exceptional support systems and dedication to employee welfare, Visiting Angels stands as a model for organisational empathy and support, spearheading the drive for a healthier workplace.

Dan Archer, chief executive officer of Visiting Angels, said: “This award is a powerful endorsement of our vision for a workplace where wellbeing is woven into every aspect. Our team’s passion for providing unparalleled support to each other is the heartbeat of Visiting Angels.

“Happy, valued and properly rewarded carers deliver exceptional care. We don’t just believe this statement; we have concrete evidence to support it. We believe our dedication to enhancing the wellbeing of our team set us apart and makes Visiting Angels truly deserving of the award.

“Our carer-centric ethos means that we put our caregivers at the heart of our business – the only way we can deliver exceptional care to our clients is through our caregivers feeling like their wellbeing is our priority.”

The awards highlight the efforts of employers, individuals and service providers who are dedicated to improving the work-life balance and health of Britain’s workforce, in response to the global wellbeing crisis.

In a further cause for celebration, Visiting Angels said that Bella Hallam, head of franchising, has been recognised as a finalist in the Leading Women in Care Awards. n

FOOD FRANCHISE

Floozie Cookies announces its first UK franchise partner F

loozie Cookies, the plant-based cookie brand from renowned pastry chef Kimberly Lin, has announced the opening of its first UK franchise at Bicester Village, Oxfordshire.

With support from Game Changers Investments (GCI) the franchisee, Harnek Dharar of HSD Capital Limited, operates Floozie from a food truck space at the high footfall shopping destination

and is the first UK Floozie outside of London.

Floozie offers customers a range of seven cookies plus a rotating monthly special. All the handmade cookies and drinks are 100 per cent vegan. Popular flavours of the stuffed cookies include Cinnamon Crunch and a gluten-free option, Peanut Butter and Jam.

Honed pastry skills Floozie was founded in 2020 by Lin, who honed her pastry skills in some of London’s most acclaimed kitchens, including Claridge’s, the Corinthia and the U.S.-based Dominique Ansel Bakery.

Floozie opened overseas also in 2020 at Expo City Dubai; and last year launched at Al Mamlaka Social Dining in Riyadh, Saudi Arabia.

Chef Lin comments: ‘It’s been a rollercoaster of a journey since we launched and it’s exciting to see the brand being

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

NEWS

Duncan Berry appointed head of franchising at Get A Drip taken nationally to Bicester Village.

With our original store situated in Covent Garden Market, we know that our offering is ideal for shoppers who are looking for an on-the-move treat.

“When the opportunity arose to open our first franchise in Bicester Village we knew it was going to be a success.

We’re excited for the shoppers to try our delicious, plant-based products.”

‘My own venture’ Dharar said: “Having come from a family that have been franchising and investing in hospitality brands, I’m excited to take on my own venture with Floozie Cookies.

“I love the simplicity of the brand as it manages to perfectly balance it being a vegan brand without overwhelming customers with the label of being plantbased. The launch of the truck has been hugely successful so far, and so we’re looking to scale up and take over multiple sites with Floozie Cookies.”

Andrew Clover, development director of the London-based hospitality investment platform GCI, commented: “Teaming up with Harnek to open Floozie Cookies in Bicester Village is exactly what GCI was created for: bringing together talented people with chef led brands to scale in world class locations.” n

www.flooziecookies.com

G

et A Drip, the health, wellbeing and diagnostics provider, has appointment Duncan Berry (right) as head of franchising, to scale the brand significantly following the opening of its flagship clinic in Chelsea, London.

Having already seen its portfolio of UK and Europe franchises substantially rise from 11 to 34 in the last year, Get A Drip says Berry will propel and drive forward its operations and franchise model through leadership, sales development and strategic management; and nurture relationships with key personnel to achieve business objectives and franchise growth.

Berry has over 20 years’experience in the franchise sector and is a former British Franchise Association board director. Previous positions include; chief operating officer of Bluebird Care, and chief executive officer of Choice Hotels Europe. Berry also owns a franchise in the wellbeing sector.

Chambers, Berry will look to deliver on the business vision to secure 120-130 new clinics within the next two to four years across the UK, Europe and worldwide.

Commenting on his appointment Berry said: “I am delighted to have joined the Get A Drip team. The growth that has been accomplished already is phenomenal and as a leading UK wellness technology provider, there is a strong foundation in place for Get A Drip to continue to lead the way within the industry.

“One of our most immediate priorities is to work closely with our talented and loyal staff to fulfil both the company’s and their own professional goals, whilst ensuring the launch of new franchises and services is as streamlined and lucrative as possible.”

The franchisor says that Berry will be recruiting new team members for its franchise department; consult on how to provide the optimum client experience to maintain and increase its impressive customer return rate of 86 per cent; and unite the company’s registered medical team, franchisees and staff to enable them to achieve both business and personal development goals.

Chambers adds: “We have high ambitions to secure over 100 clinics and franchises across the UK and Europe in the next four years, and Duncan’s appointment is key in helping us achieve this. It is our aim to ensure that every client who uses one of our services benefits from the very best experience and care. Whether that be in our core clinics, through our mobile clinics or via at-home testing, we will ensure the highest standard is met every time.” n

Working closely with Get A Drip founder and chief executive, Richard

www.getadrip.com

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

ADVICE FOR FRANCHISORS

Capture those high-intent “open near me” searches

By James Lavender, Content Writer, Mayfly Internet Marketing

R

emember when finding a great local business relied on word-ofmouth, flipping through the Yellow Pages, or even just luck? Those days are long gone.

Now, when people are looking for local services, their first instinct is to turn to their phones and search “near me” for instant results.

In fact, according to Google searches for “open now near me” have grown globally by over 400 per cent year-onyear. And these are often high-intent searches – 28 per cent of searches for something nearby result in a purchase.

As a franchise owner, the question isn’t whether local searches matter, but how you can ensure your brand dominates the results.

The answer lies in local SEO (Search Engine Optimisation). When people search for what you offer “near me”, local SEO makes sure your franchise is the first result they see. It helps you attract those ready-to-buy customers, get more website clicks, and makes your brand the go-to choice.

Ready to leave the competition behind when it comes to local search? Let’s unpack the tactics that will give your franchise an unbeatable advantage.

Local SEO: Your franchise’s competitive edge Local SEO is your toolkit for turning “near me” searches into paying customers. Done right, it shows Google that your franchise is the best answer for the most relevant local searches.

This translates into top rankings on the search engine results pages (SERPs), increased website traffic, and a steady stream of new customers.

to a few key areas. You’ll need to ensure your online listings on Google and other sites are accurate and complete.

You’ll have to optimise your website to signal your local relevance, as well as actively managing your reputation to build trust.

Properly executed, these tactics will boost your visibility in those vital local searches, positioning your franchise as the reliable, go-to choice for customers across all your locations.

Sounds good, right? Well, here are a few easy-to-implement tactics that will help propel your franchise to the top of local search results.

Google My Business: The cornerstone of local SEO Think of your Google My Business (GMB) listing as your virtual storefront in local search. When people search for your type of business in their area, it’s often your GMB profile that appears most prominently as part of Google’s Local Pack – the dedicated box of local search results they display for “near me” searches.

That means your GMB listings are the first impression potential customers will have of your franchise locations. So, they should be your first point of focus

for local SEO. This is your chance to stand out and project your brand identity, even before someone visits your website.

It’s also important to remember that your GMB isn’t just a static listing – it’s where customers find essential info like your opening hours and location, interact with reviews and photos, and sometimes even contact a given location directly.

Keeping your GMB active and responsive is crucial for maximising those “near me” searches and turning online interest into leads and foot traffic.

To optimise your GMB for local search success, you’ll need to: ●

Claim your listings

Make sure each franchise location is verified so that you can have full control over what customers see when they search for your service. ●

Maximise your NAP consistency

NAP is short for Name, Address, Phone number, but really it covers all your core business info, including opening times and email address. These fields should all be filled out correctly on GMB for every single location. And they should appear identically on other listing sites like Yelp, too. ●

Encourage customer reviews

Positive reviews are key to securing top rankings and driving clicks. By asking

About the author James Lavender is a Content Writer at Mayfly Internet Marketing. He has worked as an editor and copywriter for more than a decade, supporting a diverse range of businesses to build their brands and showcase their services.

At Mayfly, Lavender is responsible for writing everything from optimised product descriptions and blog posts to service pages and case studies. He holds a PhD in Cultural Studies from the University of Leeds and an MA in Creative Writing from Manchester Metropolitan University.

james.lavender@may-fly.co.uk www.may-fly.co.uk

Mastering local SEO requires attention

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

FRANCHISE MARKETING MADE EASY

SOCIALS

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If you’re looking for memorable social media strategies, paid ads that convert and search engine optimisation that get you ahead of the competition.

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Book a free consultation today.

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ADVICE FOR FRANCHISORS your franchisees to proactively seek Google reviews from their customers, you can help them showcase their exceptional service and enhance their search visibility at the same time. ●

Go beyond the basics

GMB is a highly versatile tool – you can include Q&As, photos and videos, and make posts that work like mini-ads. And don’t forget about responding to those hard-earned reviews. ●

Update regularly

“

Google searches for “open now near me” have grown globally by over 400% year-on-year and are often high-intent searches – 28% resulting in a purchase. As a franchisor, the question isn’t whether local searches matter, but how you can ensure you dominate the results. location will further enhance these pages and signal strong local relevance to search engines.

An inactive GMB hurts your visibility.

Keep your opening times updated, highlight new products or services, and make sure customers see you as an active, engaged business.

Ultimately, you should think of location pages as mini-landing sites optimised for each area your franchise serves, maximising the opportunity to capture those targeted local searches.

These GMB tactics can make your franchise a local search powerhouse.

And if you give your franchisees the tools to master their own GMB listings, you’ll see the results multiply across your entire brand.

Monitor, Measure, Adapt

Optimising Your website for local search success GMB is undoubtedly an essential tool for local SEO, but it’s just one piece of the puzzle. To fully harness the power of “near me” searches, you also need to optimise your website for local relevance.

Your first step is to ensure your website is mobile-friendly. The vast majority of “near me” searches are on phones, and a clunky mobile experience makes people bounce away quickly, hurting your rankings. Ensure your menus are thumbfriendly and your loading speed is up-toscratch – mobile users are an impatient bunch. Google’s own PageSpeed tool is a great source of insights here.

Local SEO shouldn’t be a “set it and forget it” tactic. Think of it as an ongoing investment in the visibility and growth of each franchise location. Here’s a simple approach to ensure your hard work keeps paying off: ●

Monitor

Set up tools like Google Analytics and Search Console to track how people from your area are finding your website (or get a specialist franchise marketing agency to do it for you). Pay attention to which keywords bring in the most local traffic and optimise your pages to target these further. ●

Measure

Set a regular reminder – whether weekly, monthly or quarterly – to revisit your GMB listings. Are there new customer questions to answer? Can information be updated to reflect changes in services or hours? ●

Adapt

You’ll also want to ensure you have dedicated location pages on your site.

These are essential for attracting local customers and boosting your visibility in local searches.

Local search is dynamic – new competitors appear, search engine algorithms change. You need to stay abreast of any shifts and be willing to adjust your listings and content to keep your franchise at the forefront.

Each location page should clearly display the location’s address, phone number, opening hours, as well as offering a localised description that mentions the specific city or region.

Including customer reviews, photos showcasing the area, and tailored information about your services in that

By treating local SEO as a continuous process, you ensure your franchise consistently captures those high-intent “near me” searches. As a result, you can consistently connect with local customers searching for your products or services, driving growth for your entire franchise network. n

NEWS

Revive! appoints new recruitment executive REVIVE! Auto Innovations, the UK SMART vehicle repair network has appointed Samantha Carr-Roberts to the post of franchise recruitment executive.

She brings with her extensive experience of working within the franchise sector and joins from the Amplo Group, where she was franchise lending manager/ compliance and operations manager.

She has previously been a relationship manager at the British Franchise Association.

Working alongside Cathryn Hayes, franchise director of Revive!, CarrRoberts new role includes recruitment, onboarding and mentoring of new franchisees.

Delighted with her career move, she said: “Revive! have grown hugely over the last decade and have no plans for this growth to slow any time soon. The business is based upon setting and adhering to the highest of standards, whilst maintaining our franchise family feel.

“I am honoured to now form part of this fantastic team and to be joining at such an exciting part of the journey, I look forward to supporting us and our network in going from strength to strength.”

Hayes commented: “We’re committed to giving the best level of service to franchisees at every stage of their journey with us, which begins from the moment they make their first enquiry.

Delivering that service is down to the outstanding team we have here at Revive! We recruit only the highest calibre of people, and we’re delighted that Sam has chosen Revive!”

Revive! adds that interest in joining its multi-award winning management franchise has never been higher. n

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

NEW TO FRANCHISING?

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

By Nick Riding, Editor, Franchise World magazine

T

his Q&A seeks to address the fundamental issues of businessformat franchising for the beginner.

Q What is business-format franchising?

It is simply a system for marketing goods/services that is not unlike licences, dealerships or concessions.

The franchisor sells you, the franchisee, the rights to set-up your own local outlet, or cluster of outlets, to market the company’s goods/services.

Q Would the company not be better off owning its own outlets?

Yes, in terms of operating profits, but it would have to find the money to set them up, whereas it is the franchisee who funds the outlets, usually through bank loans.

The other big advantage to the franchisor is that it can expect that, as you have invested your own money, you will be more motivated and committed over the long-term to make the business successful than an employee.

Q What is it going to cost me?

This, of course, depends on the franchise. A business that you can run from home, for example, will obviously cost a lot less to set-up than one that needs premises, particularly in the high street.

You pay an initial fee to cover your training, and the rights to use the brand and the business system for the period of the franchise contract.

Also you will pay regular ongoing fees, a fixed fee, or based on a percentage of your turnover, or a mark-up on the goods that you are obliged to buy from your franchisor. There may also be an advertising/marketing levy, again based on a fixed fee or turnover.

Q Will the initial fee be higher for the larger, ‘better known’ franchises?

Not necessarily. The franchisor shouldn’t be setting out to make a profit from the initial fee, but from the ongoing fees.

This is one of the important principles of the franchise system because it creates the incentive for the franchisor to help you build your business and continue to develop it. Putting it simply, in order for the franchisor to succeed, you must first succeed.

Q What is likely to be the scale of my profits?

This will depend on the franchise you choose, the territory or location you buy, and particularly how hard you are willing to work.

The latter is critical. Franchising is not about investing money, sitting back and spending the profits. Launching and developing a new business, even with the back-up of a competent franchisor, is hard work.

Franchisors are seldom looking for what are known as ‘absentee investors’. They need hard-working, fully-committed franchisees.

The question can best be answered by looking at the franchisor’s projections for the business and asking current franchisees whether they found them to be realistic.

If the figures are impressive and you are prepared to work equally as hard as the franchisees you have met, you should be able to look forward to similar profits. After all, you will have had the same training and help that they did so on that basis, given your location offers similar potential to theirs, whether you succeed or not at the end of the day is down to you.

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

Q Would it be better for me to go it alone and start a business without having regular fees to pay?

You would miss the many benefits of being a franchisee, such as training, the use of the franchisor’s proven business system and branded, marketing and ongoing development.

You would also face much less risk than you would if you were starting out on your own, particularly in a type of business in which you had no knowledge or experience.

With a franchise you have all the help you need to set-up your own outlet of a business in which success has been demonstrated by its existing franchisees.

Speak to them, and ask their opinion of aspects such as the standard of their initial training, the accuracy of the franchisor’s financial forecasts (income, outgoings, etc.) and the level of ongoing support they receive.

Q Which franchise should I buy?

This is the big question only you can answer. It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance.

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor’s ‘rules’.

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor’s system.

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true?

No, it’s misleading. It is the franchisor who is the franchise owner.

Certainly, the franchisee owns his business, but it is only able to trade in a particular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a further term.

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation.

This issue was made clear by one of the UK’s earliest and successful franchisors who preferred to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessformat for a contracted period.

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging?

This question is often overlooked.

Some franchisees are, of course, more ambitious than others. There are those who are looking mainly for a comfortable work/life balance, rather than making large profits.

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets.

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites. Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business. You suit them, and they suit you. Also financing extra units is easier as it can come from the profits of the earlier outlets.

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system.

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further. He has reached his ambition and is happy with his work/life balance.

This causes two problems for the franchisor. Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover.

Secondly, it gives competitors the opportunity to capture a greater share of the market.

This situation is not easy for the franchisor to overcome. It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee.

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.

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.

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 | Spring, 2024 59

NEW TO FRANCHISING?

NEWS

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow.

Swimtime joins a global mission to save lives from drowning

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

Q

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

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wimtime, an award-winning UK swimming educator, recently teamed up with the International Swim Schools Association (ISSA) to help save 5,000,000 lives over the next decade from drowning, which remains one of the leading causes of unintentional injury-related deaths worldwide.

Millward, expressing his enthusiasm for this collaborative effort, said: “As one of the first swim schools in the world to be awarded the International Swim Schools Accreditation, it was an honour and a privilege to join them in their mission to reduce drowning-related fatalities globally.

Founded in 1998, Swimtime provides swimming lessons to individuals of all ages and abilities, promoting water safety and drowning prevention, with trained instructors teaching thousands of people each week through its franchise network.

“It was inspiring to work alongside other professionals and to have created this invaluable resource which will save lives across the world.”

Theo Millward, director of Swimtime, travelled to Dubai to participate in a four-day think tank, alongside other leading swimming educators from seven countries (pictured above).

The event, sponsored by the Coutts Foundation, resulted in the group creating an educational toolkit for swim schools and for those looking to establish one. A Global Accreditation Standard was also created to enable schools to benchmark themselves against best practice.

“

Pip Wilkins, chief executive officer of the British Franchise Association, said: “We are absolutely delighted to see Swimtime at the forefront of this innovative, international effort to save lives.

“Swimtime is a great example of a truly successful franchise, run along the ethical and professional standards required from all our members, and we could not be more proud of Theo and his team for their work alongside the ISSA.” n

www.swimtime.org

As one of the first swim schools in the world to be awarded the International Swim Schools Accreditation, it was an honour and a privilege to join them in their mission to reduce drowning-related fatalities globally. It was inspiring to work alongside other professionals and to have created this invaluable resource which will save lives across the world.

60 Spring, 2024 | www.franchiseworld.co.uk

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.

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