Franchise World | Spring 2025

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

Spring | 2025

FranchiseWorld Covering franchising since 1978

STRONG Pilates growth plans and ambassador appointment

The global fitness brand plans to open 50 new UK studios over the next three years following a strategic restructure of its operations, and has appointed Stuart Broad as its official brand ambassador.

Paris Baguette

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

Co-op

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

Operations manual

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

ຉ GLOBAL BRAND ຉ UNIQUE PRODUCT RANGE ຉ PrOVEN FRANCHISE CONCEPT ຉ COMPREHENSIVE FRANCHISE SUPPORT

paris baguette NEIGHBOURHOOD BAKERY & CAFE

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

Scan to Explore Franchise Opportunities: Scan to Explore Franchise Opportunities:

Email: belinda@parisbaguette.co.uk Visit: www.parisbaguette.co.uk/franchise Email: belinda@parisbaguette.co.uk Visit: www.parisbaguette.co.uk/franchise

Caprinos expands to Ireland with its first store in Dublin The pizza brand with over 100 locations in the UK, is expanding to Ireland with the opening of its first store in Dublin. Over the next two years the company plans to open a further five branches in the country.

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CONTENTS

Co-op multi-site partner unveils fresh new look store

OUR Retail Ltd., a family-owned franchise partner with four Co-op stores, unveils a new-look store that will also act as a fulfilment hub for Co-op’s Quick Commerce operation of the online home delivery of groceries.

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STRONG Pilates growth plans and ambassador appointment The global fitness brand has announced plans to open 50 new studios across the UK over the next three years following a strategic restructure of its operations, and has appointed Stuart Broad as its official brand ambassador.

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Paris Baguette’s opportunity in the UK’s bakery café market Since 1988, Paris Baguette has been more than just a bakery café, it’s a destination where the art of baking and the warmth of hospitality come together. With over 4,000 stores worldwide it is now sharing its concept in the UK.

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Petpals: How franchisees thrive through collaboration

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Page 17 Snap Fitness UAE master franchise reacquired

Lift Brands, the global franchisor of fitness concepts, has reacquired the Snap Fitness master franchise for the United Arab Emirates and looks to accelerate the club’s growth in the region.

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A testament to the inclusive opportunities franchising can offer

Lynsey Pirie has refused to let disability define her and has instead used her previous work experiences to start a new career as a franchisee of Alchemy Virtual Assistance.

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From employee to franchisee ownership – taking the leap

Aidan Davis has become a franchisee of the exterior cleaning specialists, My Property Pros, following a successful role as marketing and operations co-ordinator of the brand.

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offering and asserting its position as a leading gym across the UK & Ireland.

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HiQ and Carsa boost dealership and aftersales offering with new locations

HiQ Tyres & Autocare has expanded its partnership with Carsa by adding two new dual-branded outlets that combine pre-owned vehicle sales, servicing, tyre fitting, and MOT testing conveniently at one location.

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Growth across Canada with master franchisee

Stagecoach Performing Arts has celebrated a milestone with its master franchisee for Canada who has spearheaded its development in the country, driving both personal and professional growth for the franchisees and students alike.

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A series of new group exercise classes has been launched by Snap Fitness as part of its strategy of enhancing its gym

The Berlin-inspired UK kebab franchise, Doner Shack, has granted its first U.S. franchise for the territory of Dallas,Texas.

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Wingers Wellingborough opens with record first week of sales

The quick service chicken restaurant brand has seen record opening sales at its new store run by the Gajjar brothers, who say it’s only a matter of time before they expand and open a further Wingers.

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Creams Café store opens with Tesco Family Dining

The dessert restaurant brand has opened at Tesco Extra Stevenage as part of its nationwide franchise agreement with Tesco Family Dining.

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Snap Fitness introduces signature group classes to enhance membership

Doner Shack is set to open in the U.S.

Franchise success in 2025: Why now is the perfect time to invest in the proven model

Whether you’re looking to start a new business, grow an existing franchise portfolio or are new to the sector, The National Franchise Exhibition

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FranchiseWorld magazine

Editor Nick Riding nick@franchiseworld.co.uk

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

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

Spring 2025 – No. 244

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

© 1978 – 2025 Franchise World Franchise World ISSN 0144-0543 ● Readers should seek advice from a qualified accountant and solicitor before

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

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

4 Spring, 2025 | www.franchiseworld.co.uk

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

FRANCHISE EXPERTS OFFER THEIR ADVICE

Why halting expansion can be a good growth strategy for fast casual restaurants

In today’s competitive market, many brands treat expansion like a race. It takes courage to decide to halt expansion and take a step back in order to build a solid foundation to support the future of your business.

By Sanj Sanghera and Laura Bruce, Co-founders, Doner Shack

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Turn your life around: start a small business with the support of a franchisor

Take the first step toward something you’ve been wanting to pursue, achieve your goals and challenge yourself. And for many people, franchising may be a step in the right direction.

By Will Frankling, Co-founder, Kitchen Makeovers

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is a must-visit. The event will showcase leading franchise brands, deliver invaluable resources, expert guidance, and the chance to connect with a network of like-minded individuals ready to support your journey.

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We Love Pets inaugural Refresher Training day

The pet care franchise recently hosted a Refresher Training day to aid its franchisees to enhance their business skills and introduce them to the world of AI and how it can help them in their business.

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ChipsAway franchisees relocate to state-of-the-art centre

Franchisees of ChipsAway South Essex say their investment in a brand-new centre shows their ongoing commitment to providing top-notch repairs, ensuring its customers continue to receive the flawless finish that it is known for.

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Monkey Puzzle founders back to ‘take the charge’

Mark and Rebecca Crosby have returned to the childcare company after a two year hiatus. They are back into the day-to-day leadership of the business, bringing fresh energy to the brand.

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The franchise pack mentality: How franchisees thrive through collaboration

Thriving in business can sometimes feel like walking a tightrope without a safety net. That is where franchising stands out as a powerful model – being part of a team, learning from one another and leaning on the collective strength of the network.

By Kevin Thackrah, Director, Petpals

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Why giving back to the local community should be at the heart of every franchise

Today, more than ever, businesses are recognised not just for what they sell or the services they can offer, but for the values they embody. What better way to ensure your franchise thrives than by contributing to the very community that keeps you in business?

By Cheryl Harper, Managing Director, Greensleeves Lawn Care

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Simple solutions to increase franchisee recruitment

Why your franchise public relations strategy needs an overhaul in 2025

If your franchise PR strategy hasn’t changed in the last few years, you could be missing out. It’s pretty much common knowledge now that the way in which people consume media and make decisions has shifted dramatically.

By Lucy Archer, Co-founder, Rev PR

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Are you looking to sell your franchise business, and can you do it alone?

Selling a franchise is not like selling an independent business. There are additional complexities such as the franchisor’s approval of the potential buyer and the franchise contract. While some franchisees attempt to handle the sale on their own, many soon realise that the process is more complex than they initially thought.

By Emma Bohan, Co-Director, Franchise Resales

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Can you master the role?

What it takes to succeed as a master franchisee

Taking on a master agreement is a bold and exciting step that requires careful consideration. Do you have the leadership skills, strategic vision and resilience to succeed in this role? Are you ready to embrace the challenge of representing a brand at a higher level and supporting a network of franchisees?

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

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The great knowledge-sharing revolution has begun

Forward-thinking franchisors are shifting from static operations manuals to an engaging, dynamic interactive knowledge-sharing platform to create a living resource that shares information in real-time. Franchisors who embrace this shift won’t just protect their brands – they’ll create thriving networks where franchisees feel valued, engaged, and equipped for success.

By Penny Hopkinson, Founder, Manual Writers International

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Some franchisors have found it difficult to find quality candidates to invest into their networks. Unaccountably, and at the same time, there are also more employed people looking to joining the ranks of the self-employed.

The fundamental issues of businessformat franchising for the beginner.

By Rik Hellewell, Founder, Ovenu

By Nick Riding, Editor, Franchise World

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

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www.franchiseworld.co.uk | Spring, 2025 5

FOOD FRANCHISE

Caprinos expands to Ireland with its first store in Dublin C

aprinos, the pizza brand with over 100 locations in the UK, is expanding to Ireland with the opening of its first store in Dublin. Over the next two years, the company plans to open a further five branches in the country as part of its expansion strategy of pursuing growth opportunities in international markets.

The pizza chain was founded by Khalil Rehman and Gul Nawaz, who leveraged their management experience in the food sector to launch Caprinos in Didcot, Oxfordshire in 2014. The duo spotted a gap in the market for a ‘challenger’ pizza brand that champions high-quality ingredients, innovative flavour combinations served at affordable prices.

Caprinos fully halal menu includes bestselling pizzas such as Asian Classic Mix with tandoori chicken, vegetarian supreme, and Caprinos special with tandoori chicken and spicy beef, as well as sides and salads, wraps, desserts and milkshakes. All of its ingredients and toppings are sourced from industry leading supplies, while its pizza dough is based on a unique and closely guarded recipe, said the franchisor.

6 Spring, 2025 | www.franchiseworld.co.uk

The company explains that in 2017 it introduced its franchise model to scale up its UK position and create opportunities for like-minded, entrepreneurial franchisees and, by 2019, operated 15 sites across the Home Counties. Over the following five years it has grown to more than 100 UK outlets with three locations in Pakistan.

Nawaz and Rehman said they were excited to bring Caprinos to Ireland: “We believe our high quality, innovative and affordable proposition will be well

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received by local consumers and look forward to introducing them to Caprinos alongside our local franchisees.

“Our launch in Dublin also marks a significant moment for us. 10 years ago, we hatched a plan. Leveraging our expertise working in other franchised businesses, we wanted to put our skills to the test and start our own venture – and that was Caprinos.

“A decade on, we’re proud to have grown to more than 100 stores with a

As we look ahead, we have strong foundations – from our central production kitchen to our track record of successful new product development – to take Caprinos to the next level as a household name.

NEWS

network of ambitious and entrepreneurial franchisees underpinned by our strong brand, operational excellence and community-led proposition.

“Now, as we look ahead, we have strong foundations – from our central production kitchen to our track record of successful new product development – to take Caprinos to the next level and cement it as a household name.”

Social responsibility programme

Reflecting its ethos that ‘doing good is good business’, Caprinos has an awardwinning corporate social responsibility programme. Nationally, it partners with Lia’s Wings, a charity that provides hospital air transfers for children. It also encourages franchisees to support their local community with free pizzas for vulnerable groups, cooking workshops for children, and litter clean-ups.

Caprinos was recognised for its community focus by the Pizza, Pasta and Italian Food Industry Awards 2023 by winning the Community & Social Responsibility Award. n

www.caprinospizza.co.uk/franchising

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The health and fitness club market in the UAE is projected to reach over $5bn by 2030 and by driving the Snap Fitness brand centrally, it will help us to rapidly capitalise on this.

Snap Fitness UAE master franchise reacquired L

ift Brands, the global franchisor of fitness concepts, has reacquired the Snap Fitness master franchise for the United Arab Emirates (UAE) and looks to accelerate the club’s growth in the region.

The UAE operation of Snap Fitness will be overseen by Lift Brands’ Europe, Middle East, and Africa (EMEA) support office team, headquartered in London and spearheaded by chief executive, Kevin Yates (above). Dubaibased Afshad Mistry has been appointed general manager for the UAE, having held the position for the previous master franchisee.

As well as a commitment to opening a significant number of new locations in the UAE, Lift Brands’ immediate focus is on strengthening the four existing Snap Fitness clubs in the region.

Modernisation projects are already underway at Dubai’s Media City and Motor City (right) clubs to enhance the member experience.

Following a record-breaking year for Snap Fitness franchise sales across the EMEA in 2024, Lift Brands said it has already received strong interest for development in the region and will soon begin its search for franchise partners in the UAE.

Yates commented: “Reacquiring the master franchise for the UAE is a hugely exciting move. The health and fitness club market in the UAE is projected to

reach over $5bn by 2030 and by driving the Snap Fitness brand centrally, it will help us to rapidly capitalise on this.

“2024 was a record year for Lift Brands across the EMEA, with more club openings and new franchise sales than ever before. We’re on a roll right now and we can’t wait to unlock Snap Fitness’ potential in the UAE and significantly grow our presence there.

“With Afshad’s knowledge of the region and being involved with Snap Fitness for over seven years, we’re delighted to have him on board to lead operations in the UAE, as well as leveraging the support of our EMEA team.”

Lift Brands added that Snap Fitness reached the 100-club landmark across the UK and Ireland last year and is set to open 20 clubs across the EMEA region in 2025. n

www.liftbrands.com

www.franchiseworld.co.uk | Spring, 2025 7

NEWS

Co-op multi-site partner unveils fresh new look store O

UR Retail Ltd., a family-owned franchise partner with four Co-op stores, has unveiled a fresh new look for its Shepherds Bush outlet to enhance the customer experience.

Following a programme of improvements that took nearly four weeks to complete, the 1,800 sq. ft. convenience store now has a new layout with more energy efficient refrigeration and displays. It also offers an increased range of fresh and frozen produce that is core to the stores improved customer offer.

The store will also act as a fulfilment hub for Co-op’s Quick Commerce operation, with the online home delivery of groceries through Deliveroo and Uber Eats. Orders are picked fresh in the local store, and delivered quickly and conveniently locally.

Fizhan Hussain, a partner in OUR Retail, said this was an exciting time for the whole team. “We are delighted to work closely with Co-op franchise and we believe our new-look store will enable us to better serve and support the

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community, which we are proud to be part of. We have shared values and it is our aim to operate at the heart of local life.”

Tabrez Hussain, franchise partner of OUR Retail, explained: “After having traded in this store for over a year and having an understanding of our customer base, now was the right time for a refit so it delivers for our members, partners and wider community. This all new Co-op store will make sure we are here for a long time to come.”

Delighted to see the re-launch of the store, Tanya Pattison, Co-op franchise account manager said: “We work closely with existing franchise partners to maximise the potential of existing stores and better serve our communities – combining great quality products, value, deals and Co-op’s ethical retailing with added services and convenience.

“Working with new and existing partners, we have a clear focus on growing our franchise business, enhancing the value we create and deliver in communities.”

We work closely with existing franchise partners to maximise the potential of existing stores and better serve our communities.

8 Spring, 2025 | www.franchiseworld.co.uk

OUR Retail’s ambition is to further grow the number of Co-op stores it operates, adding to its other London outlets in Dagenham, Edgware and Enfield. n

www.coop.co.uk/franchise

FITNESS FRANCHISE

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I wish STRONG Pilates was around when I was playing cricket as it truly provides both mind and body balance. STRONG has kept me in great nick, so it’s exciting to share the burn with the UK fitness community.

STRONG Pilates growth plans and ambassador appointment G

lobal fitness brand, STRONG Pilates, has announced plans to open 50 new studios across the UK over the next three years following a strategic restructure of its operations, and has appointed Stuart Broad CBE (above), the former England international cricketer, as its official brand ambassador.

The company says its enhanced focus on the UK market comes as ClassPass data reveals Pilates had overtaken strength training as the UK’s most popular fitness genre in 2024, with reservations having grown by 33 per cent in the last 12-months.

Mark Armstrong and Michael Ramsey, co-founders of STRONG Pilates, said: “The UK represents one of our most significant growth opportunities globally. We’re intensifying our focus on this key market to provide the UK community with a world-first fitness format that includes Pilates, strength training, cycling and rowing.”

The franchise currently operates three sites across London and one in Dublin, Ireland, with the STRONG Wimbledon launch earlier this year, marking the first of 50 planned locations under the new operational framework. The studios offer

members low-impact reformer Pilates with high-intensity cardio training via the globally exclusive Rowformer and Bikeformer machines.

STRONG has also launched new strength conditioning equipment this year that allows members to perform squats and deadlifts with substantial loads on the Rowformer and Bikeformer, which is says combines two of the UK’s most popular fitness genres – Pilates and strength training – in one workout.

Broad commented: “I wish STRONG Pilates was around when I was playing cricket as it truly provides both mind and body balance. You have the Pilates element which controls the movement and relaxation in breathing, combined with the aerobic which pushes the body forward. STRONG has kept me in great nick, so it’s exciting to share the burn with the UK fitness community.”

‘Shaken up the Pilates genre’

Armstrong and Ramsey said that since inception, STRONG Pilates had significantly shaken up the Pilates genre, particularly among the male demographic: “Our male members have more than doubled in the last three years, disrupting a predominantly female

dominant genre. Stuart’s appointment as ambassador reinforces our mission to showcase STRONG Pilates’ low impact and sustainable training benefits as a new standard for the future of fitness.”

STRONG Pilates also operates studios across Australia, Dubai, Indonesia, Japan, New Zealand, Philippines, Singapore, and the U.S., with further locations planned in Bahrain, Malaysia and South Korea. n

www.strongpilates.co.uk

www.franchiseworld.co.uk | Spring, 2025 9

FOOD FRANCHISE

Paris Baguette’s exciting opportunity in the UK’s rapidly growing bakery café market P

aris Baguette is more than just a bakery café, it’s a destination where the art of baking and the warmth of hospitality come together to create unforgettable moments.

Since 1988, we’ve been delighting customers with expertly crafted cakes, pastries, baguettes, and barista-made coffee, all served in a warm, inviting atmosphere.

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With over 4,000 stores worldwide, Paris Baguette is now sharing its Frenchinspired concept with the UK, and we’re inviting you to be part of this exciting journey.

The demand for Paris Baguette is growing rapidly, and with the UK bakery café market expanding, there’s no better time to invest.

Our proven business model, strong brand presence, and continuous support provide everything you need to succeed.

10 Spring, 2025 | www.franchiseworld.co.uk

We’ve signed additional franchises for this year, including one in Ireland, positioning us for continued growth across the UK and Europe.

Why invest in Paris Baguette? l Proven brand

With decades of global success, Paris Baguette is a trusted name in the bakery café industry. We’ve established ourselves as a leader, expanding into 10 countries, including the UK as our second European market. l Thriving market

The UK bakery café scene is booming, and Paris Baguette is perfectly positioned to expand rapidly.

l Robust support

From site selection to store design, construction, and product development, we provide franchisees with all the tools they need to succeed. We offer hands-on training, an extensive operations manual, marketing guidance, and ongoing operational support to ensure franchisees thrive. l Strong leadership

Under the guidance of our new Franchise Director, Belinda Remarczyk, Paris Baguette is poised for even greater success in the UK. With her extensive experience and dedication, Belinda is committed to helping our franchisees achieve their full potential.

What makes Paris Baguette special? l A unique menu

We serve an exclusive assortment of

Advertorial

Our first UK franchise opened in Canary Wharf in October 2024, and we’re just getting started. With thriving locations already in Battersea Power Station and High Street Kensington, Paris Baguette is quickly becoming the go-to destination for delicious, chef-inspired bakery treats.

● Paris Baguette’s store in London’s iconic Battersea Power Station.

premium treats, including artisan pastries, cakes, desserts, bread, snacks, and coffee, all crafted with exceptional quality. l Celebration cakes

Our exclusive range of celebration cakes are crafted with the highest level of quality, taste, and visual appeal, making every event special.

Join us in shaping the ‘Future of bakery cafés in the UK’

The demand for Paris Baguette is growing rapidly, and with the UK bakery café market expanding, there’s no better time to invest. Our proven business model, strong brand presence, and continuous support provide everything you need to succeed.

Ready to franchise with us?

Contact Belinda today at belinda@parisbaguette.co.uk to start your journey with Paris Baguette.

Let’s build the future of bakery cafés together! n

www.parisbaguette.uk

Spring, 2025 11

Reach your goals.

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

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

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

AC59112 ©HSBC Group 2022. All Rights Reserved.

BFA ADVISORY ARTICLE

Multi-unit franchising is on the rise: How BFA franchisors are scaling for success W

ith an unofficial motto of #FranchisingStrongerTogether it’s perhaps not surprising that some British Franchise Association (BFA) member franchisors are turning to multi-unit franchising, to expand their networks across the UK.

According to the most recent BFA franchise survey, contained in The British Franchise Journal which was sponsored by NIC Services Group: ‘The trend towards multi-unit ownership within UK franchising has evolved notably in recent years’.

As of 2024, the survey found that multi-unit franchisees own 35% of all franchise units (a small 1% decrease since 2018) and that the trend is particularly prevalent in the hotel and catering industry, which records that 60% of all units are part of multi-unit portfolios, with the average franchisee owning 19.64 units per multi-unit owner (up from 4.87% in 2018).

The survey added: ‘The development highlights the increasing adeptness of franchisees in managing larger portfolios, likely supported by advancements in management systems and technology that enhance operational efficiency across multiple locations’.

The survey also noted that: ‘Multi-unit franchisees typically gain more responsibility and influence within the franchise system, often enjoying greater autonomy due to the trust they have earned through consistent performance

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and proven management capabilities. As multi-unit ownership becomes more prevalent, especially in sectors with high scalability, this increased responsibility and trust are likely to shape the future of franchising’.

The results of the survey concluded: ‘For franchisors, the growing prevalence of multi-unit ownership may necessitate a revaluation of support structures.

Franchisors might need to offer more tailored resources and specialised training for multi-unit operators while balancing the needs of both single-unit and multi-unit franchisees within their systems’.

With that in mind, the association spoke to two member franchisors – Ruth Brown (below), chief operating officer of Home Instead (a home care franchise) and Sohail Ali (right), chief commercial officer and co-founder of Chaiiwala (a quick service restaurant brand) – to find out how they successfully introduced multi-unit franchising into their businesses, the pros, the cons and the challenges of supporting multi-unit owning franchisees.

Why multi-unit?

Brown had a very simple answer to this question: “I was visiting a franchise exhibition and bumped into some of my current franchisees. I was heartbroken

For franchisors, the growing prevalence of multi-unit ownership may necessitate a revaluation of their support structures. They might need to offer more tailored resources and specialised training for multi-unit operators while balancing the needs of single-unit franchisees within their systems. – The BFA

that they might be looking for a new franchise, until they explained that it wasn’t that they didn’t love being part of Home Instead but that they were looking for more.

“At the time we were a single unit, single operator brand. They explained that we weren’t offering them enough, weren’t feeding their ambitions, so I quickly realised it was time to get on board with multi-unit franchising.”

Ali said that Chaiiwala recognised its franchisees are ambitious entrepreneurs, eager to grow and expand their business footprint.

“We’ve found that many of them, once they’ve experienced the success and satisfaction of running one Chaiiwala location, are hungry for more. They’ve proven their operational capabilities, built strong local connections, and are ready to take on a bigger challenge.

“Multi-unit franchising allows franchisees to take ownership of multiple locations, becoming key players in their local markets and significantly increasing their earning potential. They bring valuable experience, established resources, and an aggressive growth mindset to the table, which ultimately benefits the entire Chaiiwala network.

It’s a win-win: they achieve their business goals, and we expand our brand presence with passionate, dedicated partners.”

Research

Shifting to multi-unit franchising isn’t something that happens to a franchise model overnight. Brown said it took two years of research before she felt www.franchiseworld.co.uk | Spring, 2025 13

BFA ADVISORY ARTICLE

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We have a strict set of criteria including performance measures that an existing franchisee must meet before we will allow them to buy a second territory; there’s also a top limit of how many units a franchisee can own. – Ruth Brown

confident enough to launch the new model: “After that encounter with the franchisees at the exhibition I spent the next two years researching multi-unit franchising through every avenue I could.

“Not only did I ask how our American Home Instead colleagues handled it, but I also spoke to McDonald’s and Domino’s and several other large, multiunit franchises, which was very useful.

I looked internally as well, talking to our current franchisees, asking what they wanted and making sure they were on board with the journey too.”

Modelling the unit

For Home Instead they already had some quasi-multi-unit systems running, with successful husband and wife teams owning individual territories, but running them together, so they based the new multi-unit franchise model on what was already working in front of them.

These franchisees became the pioneers of the new model and remain so today.

Brown said: “I’ll admit I was nervous when we started; Home Instead was already doing incredibly well and I didn’t want anything to change that, but I knew to keep growing we had to adapt.

I also knew it was important to bring the franchisees with us on this journey. They are the lifeblood of the business; their passion and energy are what got us to the top, so they needed to buy into the changes too. Having said that we are not, nor do we have any plans to be fully multi-unit.

“I think it is very important to keep individual businesses to give people somewhere to start and to ensure coverage across the entire country. The fact that they can see their colleagues building substantial businesses through the multi-unit path is also a great motivational factor.

“I also don’t think it worked had we

started off as a multi-unit from the get-go. It was important for us to first build our 260 offices across the country, for us to then consolidate and launch our multi-unit offering.”

How to choose a good multi-unit owner

When choosing a franchisee to become a multi-unit owner, or assessing a new prospect, what should franchisors be on the lookout for?

Brown said: “We have a strict set of criteria including performance measures that an existing franchisee must meet before we will allow them to buy a second territory; there’s also a top limit of how many units a franchisee can own.”

Ali said Chaiiwala are looking for highly motivated leaders with a clear vision for strategic growth. “They need to be high-energy, open-minded entrepreneurs who are agile, solutionorientated and capable of adapting to change. They also need to be team players, humble, passionate and willing to collaborate.”

The differences between supporting individual and multi-unit owners

With multi-unit owners facing very different issues to single unit owners, what challenges does that present for franchisors and how do they manage ongoing support?

Ali explained: “For us, building strong, long-term relationships based on trust and mutual respect is paramount. We aim to create a safe and open environment, where everyone feels comfortable sharing their ideas and contributing their unique value.”

Brown said: “We’ve had to really rethink a lot of the ways we support our multiunit owning franchisees. We have two levels of multi-unit owners, ‘multi-unit’, who own up to two units and ‘enterprise’ franchisees who own three units or above. We offer bespoke training and support to all these owners, to enable them to scale and grow their businesses.

“Recently I’ve been facilitating at our ‘Performax’ event, where multi-unit

14 Spring, 2025 | www.franchiseworld.co.uk

owners came together to share practice, ideas, models, concepts and initiatives.

Of the seven franchisees in the room, they owned 14 territories, and soon they’ll have 21, because we’ve created the infrastructure to help them achieve that.”

Brown admits that for a brand that has only been operating in the multi-unit space for a few years, there are still tweaks to be made: “We work closely with our largest ‘enterprise’ owners, to keep perfecting the model; this collaborative method works well for us.

This year we are doing a complete review piece about where we’ve got to; I’m going to be looking at performance, structure, support, what do they need and what don’t they need. We’re mapping it out and it’s a constant learning journey.”

The pros of multi-unit franchising

Whilst growing a franchise can never be a bad thing, do multi-unit franchises come at a cost to the franchisor and if so, is it worth it?

Yes, said Ali: “Our multi-unit partners possess a long-term perspective; they understand how to effectively manage and motivate remote teams all whilst driving sustainable growth. They are agile, readily adapting and evolving alongside the brand.

“They also have access to regional infrastructure, property networks, local marketing wins and distribution channels which aid their rapid expansion and of course, economies of scale.”

Brown explained they’ve encountered a few unexpected benefits too. “One great benefit to the entire Home Instead network is that multi-unit owners are often interested in buying individual businesses, when they come up for sale, which is a great bonus to those in the network looking to sell. Multi-unit franchising also brings us incredibly motivated individuals, who bring great energy and drive to the network.

“It’s also been incredibly successful for the business with 25% of our revenue now operated under ‘enterprise’ licenses; which means our seven ‘enterprise’ owners run about 40 of our businesses... great news for them and our brand.”

NEWS

“

Our multi-unit partners possess a long-term perspective; they understand how to effectively manage and motivate remote teams all whilst driving sustainable growth. – Sohail Ali

... and the cons

Ali admits that having multi-unit franchisees can put pressure on the head office team to continue to deliver outstanding support: “Our multi-unit partners rightly demand exceptional support and service from us, for their teams and customers, continuously pushing us to elevate our operational excellence.”

Brown advised: “This change in direction won’t be without costs to the business, so it’s important you’ve factored that into your budget. As well as possibly increasing your senior leadership team at head office, you’ll likely need upgraded or new technology and your legals will have to meet your new offering. It’s very important you put in place additional support for these multi-unit owners to address their needs and growth goals.”

‘Do due diligence before offering multi-units for sale’

Pip Wilkins (below), chief executive of the association said: “Home Instead and Chaiiwala are great examples of BFA member brands that are seeing great success with the multi-unit franchisee strategy.

“Whilst the rewards can be high, franchisors must be confident the foundations of their business are rock solid, before attempting to expand, and do plenty of due diligence before offering multi-units for sale.

“We will be watching the statistics for growth of this area keenly in the next survey, and I would encourage members to attend relevant BFA training courses and to consult with fellow BFA members who offer services to support their journey into becoming a multi-unit franchisor.” n

“ A testament to the

My redundancy led to a pivotal moment in my life, and although initially daunting, it became the catalyst for change.

inclusive opportunities franchising can offer

L

ynsey Pirie has refused to let disability define her and has instead used her previous work experiences to start a new career as a franchisee of Alchemy Virtual Assistance (VA).

Diagnosed with muscular dystrophy, aged 19, and being made redundant at the end of last year, her search for new employment found it was increasingly difficult to secure roles that offered the flexibility and autonomy she required.

“My redundancy led to a pivotal moment in my life, and although initially daunting, it became the catalyst for change. I’ve always looked for ways to progress professionally and I had long dreamed of running my own business but was hesitant about balancing the financial responsibilities of single parenthood with entrepreneurship.”

Balancing business aspirations with physical limitations

Pirie’s search for self-employment led to VA, a model that has balanced business aspirations with her physical limitations, as she explains.

“

“I’ve always enjoyed roles where I could

be proactive, streamline processes, and anticipate needs, it’s the variety and the opportunity to make a real impact that I love.

“I clicked with VA’s founder straight away. Their values, integrity, empowerment and growth aligned perfectly with my own. It’s a small franchise with a real sense of community and collaboration and the one-to-one coaching and personal touch set it apart from others, which felt more corporate, and sales driven.”

Suzy Sanders, founder of VA, added: “Franchising can be an innovative option for individuals with disabilities. It can offer a level playing field where success is determined by commitment and creativity, not physical limitations.”

VA, founded in 2016, provides remote administration services, practical marketing and flexible PA support to businesses. The franchise model was launched in 2019 and currently has eight franchise hubs trading across the UK serving its growing client base. n

www.alchemyva.co.uk/franchise

Franchising can be an innovative option for individuals with disabilities. It can offer a level playing field where success is determined by commitment and creativity, not physical limitations. www.franchiseworld.co.uk | Spring, 2025 15

BE A NOLTE KÜCHEN

ane r

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

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

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

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

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

NEWS

“

Aidan’s journey is exactly what we are all about – passion, ambition, and seizing opportunity. Seeing one of our own take the leap just proves how strong the brand is and we can’t wait to watch him thrive.

From employee to franchisee ownership – taking the leap M

y Property Pros (MPP) latest franchisee recruit, Aidan Davis (above), has acquired the territory of South Belfast and Lisburn in Northern Ireland. This follows his successful role as marketing and operations co-ordinator of the brand.

Davis’ route to becoming a franchisee began nearly four years ago when he worked part-time for his father who owned the MPP franchise for Newtownabbey.

Later, after an impressive work experience opportunity at head office, MPP founders, Karen and Dave Prewer, offered him a full-time role supporting franchisee launches, running local marketing campaigns and attending film shoots.

However, it was the game-changing success of the brand’s roof cleaning trials in January 2024 that really sparked his vision, as he explains: “I’ve always loved the franchise, having seen it from franchisee and franchisor perspective.

But after those early trials, the idea of becoming a franchisee shot from the back, straight to the front of my mind – the future was suddenly obvious to me.”

‘A powerful endorsement of the model’s success and potential’

Karen said they are incredibly proud to see him stepping into franchisee ownership: “Aidan’s dedication speaks volumes – he spent Boxing Day cleaning his own roof and closed £1,000 in work on the same day by signing up a neighbour. He had two more roof jobs lined up by January and hadn’t even officially launched.

“Aidan’s journey is exactly what MPP is all about – passion, ambition, and seizing opportunity. For him to invest in the business speaks volumes about the franchise and reinforces franchisee confidence – after all, when someone who knows the inner workings of the brand believes in it enough to take the leap themselves, it’s a powerful endorsement of the model’s success and potential.”

Like many MPP franchisees, Davis’ business will be a family affair. His partner Jenna will take charge of marketing and his mother will manage the administration. His aim is to build a multi-van operation within a year with a long-term goal of taking over the whole of Northern Ireland alongside his father.

Davis adds: “The franchisors work unbelievably hard to support us and are so passionate about helping the network thrive. You can see that in the growth of franchisees across the country. My dad’s friend went solo at the same time dad started his franchise, and even after all these years, dad’s business is over four times the size. That’s the power of a franchise – a springboard to success with all the right tools and support in place.”

Founded nearly three decades ago, MPP undertook a rebrand last year and added revolutionary new services to the model.

The company says franchisees can achieve revenue of over £1,000 a day. n

www.mypropertypros.co.uk/franchise

www.franchiseworld.co.uk | Spring, 2025 17

FITNESS FRANCHISE

Snap Fitness new signature group exercise classes S

nap Fitness has launched a series of new signature group exercise classes as part of its strategy of enhancing its gym offering to members and asserting its position as a leading gym across the UK & Ireland.

The company says the four signature classes have the overarching name of S7 and are 30 to 45-minute full body workouts that incorporate all seven of the body’s primal movements; hinge, squat, lunge, push, pull, twist, and gait.

Snap Fitness said that data showed group exercise is key to retaining membership, as group participants are 26% less likely to cancel their membership. In addition, 29% were previously inactive, showing that a group exercise offering is important in attracting hard-to-reach audiences into gyms.

Andy Carr, fitness experience manager at Snap Fitness UK & Ireland, commenting on the new classes said: “These unique, in-gym signature programmes bring experience-led workouts into the 24/7 gym sector. It means our members can enjoy the same type of workouts they’d find in boutique studios, without leaving their local gym or paying premium prices.

“We want these classes to stimulate all the senses and have created bespoke music playlists, as well as how we use

“

We want our classes to stimulate all the senses and have created bespoke music playlists and lighting to enhance the experience.

our lighting to enhance the experience.

Training in a group environment holds great significance in the member experience, helping build confidence and connection.”

Snap Fitness explains that the signature programmes have been developed in conjunction with a fitness programming expert, Dean Hodgkin, who has been in fitness programming for over 20 years delivering education and seminars to fitness instructors in more than 30 countries.

‘Improve range of motion’

The signature programmes cover several different class types and improve range of motion by using every muscle group in one session: l S7 Strong

Total body strength workout that uses benches and moderate weights, combined with a high number of

repetitions to build strength and endurance. l S7 Speed

High-intensity interval training workout designed to maximise calorie burn and boost endurance. l S7 Strike

Combat sessions which combine the intensity of boxing moves with highenergy cardio designed to build strength and improve agility. l S7 Sweat

Metabolic condition session which combine strength training with explosive cardio to keep members burning calories long after the session ends.

The programmes will initially be instructor-led classes within its gyms before launching to members via ondemand video through the Snap App. n

www.snapfitness/franchise.com

www.franchiseworld.co.uk | Spring, 2025 19

NEWS

HiQ and Carsa boost dealership and aftersales offering with new locations H

iQ Tyres & Autocare has expanded its strategic partnership with Carsa by opening two new state-ofthe-art autocare centres in Bolton, Greater Manchester and Mountsorrel, Leicestershire.

The partnership combines HiQ’s vehicle service centres within Carsa’s car dealerships. Founded in 2020, Carsa says it has quickly expanded to 10 locations offering a selection of high-quality, pre-owned vehicles.

The two latest locations build on the success of the two dual-branded centres that opened in October last year in Cannock, Staffordshire and Halesowen, West Midlands.

By combining vehicle sales, servicing, tyre fitting, and MOT testing under one roof, both brands’ say their joint venture has introduced a customer-focused approach which has been widely praised.

“

The partnership offers an integrated

retail environment, delivering efficiency and convenience for the motorist, enabling them to purchase, service, and maintain their vehicle at a single location. Both companies said this approach not only streamlines the ownership experience but also reinforces confidence in aftersales support.

Global tyre brand backing

HiQ’s business model offers vehicle tyres, car servicing and MOT test franchises across the UK. Established in 1992 and backed by the global tyre brand Goodyear, HiQ operates a network of 190 centres nationwide servicing the needs of private and fleet customers.

HiQ said the partnership with Carsa strengthens its presence in the UK market, bringing its trusted vehicle servicing and maintenance expertise to more locations.

We’re delighted to see the HiQ and Carsa partnership gaining momentum with the opening of two new stores. This is just the beginning of a nationwide rollout that will redefine the automotive retail experience.

20 Spring, 2025 | www.franchiseworld.co.uk

Craig Sprigmore, Goodyear retail director UK & Ireland, commented on the continued growth: “We’re delighted to see the HiQ and Carsa partnership gaining momentum with the opening of two new stores.

“The success of our first dual-branded sites proved the value of integrating vehicle sales with expert servicing, so we’re excited to bring this winning formula to even more customers. This is just the beginning of a nationwide rollout that will redefine the automotive retail experience.”

Visham Joshi, Carsa’s head of service, added: “HiQ’s branding, technology, and customer-first approach makes it the perfect brand partner for Carsa.

“These new locations represent another step toward our goal of providing motorists with a fully integrated, highquality buying and aftersales experience.

We’re thrilled with the progress so far and look forward to expanding even further.” n

www.hiqonline.co.uk/franchise

ADVISORY ARTICLE

Why halting expansion can be a good growth strategy for fast casual restaurants

By Sanj Sanghera and Laura Bruce, Co-founders, Doner Shack

I

n today’s competitive market, many brands treat expansion like a race, prioritising rapid growth over building a solid operational foundation. This short-sighted approach often leads to significant issues down the line, such as closures or struggling franchisees who bear the financial burden of implementing new systems, upgrading equipment or redesigning fit-outs to meet evolving brand standards.

Without taking the time to refine processes, ensure consistency and create a scalable infrastructure, these brands risk sacrificing quality and profitability for the sake of speed, ultimately jeopardising long-term success.

It takes courage to decide to halt the expansion of your brand and take a step back in order to build a solid foundation to support the future of your business.

In this article, we discuss the benefits of pausing expansion and how this has led to global expansion for Doner Shack.

Halting growth is not for the faint-hearted

First things first – let’s address the elephant in the room. Taking a step back is often perceived as a sign of failure but for Doner Shack, it was the recipe for success.

Sometimes, stepping back isn’t about retreating – it’s about setting the stage for a greater leap forward. Rapid growth can sometimes be a bad thing – scaling too quickly can lead to inconsistent operations across locations, diluting brand quality and leading to subpar customer experiences.

For fast casual restaurants, flavours, experiences and service need to be in

sync across your operation before adding more locations, suppliers and moving parts. By strategically halting expansion, you allow time for your business to gain clarity and time to build a resilient foundation for meaningful, scalable growth.

Space for innovation

Halting expansion creates space to innovate. Doner Shack completely shook up the kebab scene when it introduced items such as sliders and loaded fries which gave its signature doner products a modern twist.

In the same way, taking a strategic pause also provided an opportunity for the business to refine and strengthen its supply chain operations. This included optimising procurement processes, streamlining logistics and fostering more robust relationships with suppliers. By addressing these areas proactively, Doner Shack built a more resilient and efficient supply chain capable of supporting future growth sustainably.

We spent valuable time on the brand repositioning, determined to avoid early stagnation for our fast casual restaurant model. The results show that our British restaurants are now welcoming customers back two to three times a

month on average with month-on-month sales up 35% on the previous year – thanks to a 60% increase in delivery sales and 12% in-restaurant.

A step back for a leap forward

For franchise-based fast casual restaurants like Doner Shack, taking a step back allows for enhanced support to current franchisees, fostering their success and creating a solid foundation for future franchise expansion.

Our decision to pause expansion has been instrumental in securing master franchise deals in India and establishing a solid foundation for the upcoming U.S. launch. Doner Shack’s International Franchise Association membership further enhances our global credibility, providing valuable resources and connections to support our international growth.

We’re now ready and really excited to be putting an international foot forward.

It’s our responsibility to be conscientious and put us in a great position for the brand worldwide. We have formed a strong head office team with the right mix of professional skills, all of whom are passionate and committed to driving the brand forward. n

www.donershack.uk/franchise

www.franchiseworld.co.uk | Spring, 2025 21

ADVISORY ARTICLE

Turn your life around: start a small business with the support of a franchisor

By Will Frankling, Co-founder, Kitchen Makeovers

A

t some point in their professional journey, many people reach a stage where their current role no longer feels fulfilling and the signs of burnout begin to surface. This growing sense of stagnation often leads to a deeper desire for change – an urge to break free from the familiar confines of their comfort zone and pursue something entirely new.

There is no better time than now to turn your life around, take the first step toward something you’ve been wanting to pursue, achieve your goals and challenge yourself. And for many people, franchising may be a step in the right direction.

In this article, I discuss why franchising offers an ideal opportunity for those looking to start their own business while minimising the risks that often come with starting from the ground up.

Why should I start a franchise over starting a business from scratch?

Choosing to become a franchisee allows you to live your dream of becoming a business owner without doing it alone.

Starting a business can be daunting, but with the support of a franchisor and its entire network, you’ll feel empowered to start your entrepreneurial journey with confidence and a solid foundation.

Most franchise models provide training, guidance and ongoing assistance to help you grow your business – after all, your success is in the franchisor’s best interest. Franchisors will train franchisees, teaching them how to better manage operations, meet business goals and use the chosen business model effectively.

Franchisors will also usually provide a

● Kitchen Makeovers utilise existing kitchen cabinets and fit replacement doors to provide a brand-new look at a fraction of a new kitchen cost.

full operations and training manual for the franchisee – this document serves as a go-to resource, outlining detailed processes, procedures and best practices to guide the franchisee through various operational scenarios.

What are the benefits of franchising?

When starting a franchise, you instantly benefit from all the costly mistakes the franchisor has undoubtedly made along the way to a successful business – so that you don’t repeat them.

You get all the benefits of building and running your own business combined with a support network. The franchisor provides ongoing assistance from head office, ensuring clear lines of communication and access to expert advice whenever needed – something our franchisees at Kitchen Makeovers have heavily reaped the rewards of.

This means that you’re never truly alone in navigating the challenges of running a business.

“

Most importantly, the franchisor will

already have built a credible reputation – even early-stage franchisees will have a network of clients and built credibility around the brand, giving them a competitive edge.

A franchisor may also support with marketing and public relations strategies, which enhance visibility and foster customer loyalty. This support allows franchisees to focus on delivering quality services or products while leveraging the franchisor’s business expertise.

What do I need to start a franchise?

The most important thing you need is the drive to succeed. By adopting a proactive rather than reactive approach, you position yourself as someone who anticipates challenges, seizes opportunities and consistently strives to stay one step ahead. When you pair this proactive mindset with a strong work ethic, success becomes a natural by-product.

Being genuinely passionate about your business is essential. Running a venture

Starting a business can be daunting, but with the support of a franchisor and its network, you’ll feel empowered to start your entrepreneurial journey with confidence and a solid foundation.

22 Spring, 2025 | www.franchiseworld.co.uk

NEWS

From graduate to drama school ownership D

that truly interests you will make the journey more rewarding, even during challenging times, and your dedication will shine through in every aspect of your operations, leaving a lasting impression on clients.

The most obvious thing you need is assets, so ensure the franchise fee fits within your budget. However, without passion and drive, assets alone will only take you so far, and your journey may not reach its full potential.

Don’t take my word for it!

Feeling constrained in her role as a renowned hospitality CEO in Russia, Jenya Jenkins seized the opportunity to embark on a new journey when her family relocated to the UK. This change led her to become franchisee for Kitchen Makeovers, Glasgow West:

“My advice for anyone interested in franchising is to take the leap! You have access to the perfect support system for anyone who has the passion and drive to start their own business but may be apprehensive of their own abilities.”

Franchising offers a unique bridge between the security of a proven business model and the freedom of running your own venture.

For anyone feeling unfulfilled or burned out in their current career, franchising provides an exciting opportunity to take charge of your professional life with the reassurance of a support network, training and a reputable brand behind you.

Now is the perfect time to step outside your comfort zone, pursue your aspirations and build something truly rewarding. n

www.kitchenmakeovers.co.uk

rama Kids innovative Franchise Graduate Scheme has enabled Joseph Wright (below) to turn his passion for drama and child development into owning his own business by becoming the franchisee of Drama Kids Aylesbury.

The graduate scheme was designed to attract fresh talent to its network by offering a clear, structured pathway to franchisee ownership in the performing arts sector. Wright is the second entrepreneur to take advantage of the benefits it provides, following Amber Jellet who launched at Gravesend and Sevenoaks in Kent.

The company says Wright’s journey to Drama Kids is rooted in his love for inspiring children having worked as a learning support assistant, teaching assistant and cover supervisor. Despite not having a formal drama background, his experiences performing in school productions and local theatre reminded him of the profound impact drama had on his confidence and creativity.

Wright said he had started running a drama club at the school where he worked and it quickly became the highlight of his week: “Watching the kids grow and gain confidence from the start to the end of each term was incredibly rewarding. When I learned about the Franchise Graduate Scheme and the level of support offered, I was immediately interested.

“From my first call with the team, I could feel their energy and commitment, and I knew this was the right place for me. It’s all very new to me, and stepping out of my comfort zone was challenging.

“

I’m autistic, so making phone calls and attending events was daunting at first, however, once I met the team, everything changed.

“The training has been a mix of personal and business-related growth. Learning to manage the practical side of setting up a business, like registering with HMRC and understanding finances, has been eye-opening. It’s about building confidence in myself and learning how to run a business step by step, knowing I have the support to help me through it all.”

Wright added that he is loving every step of his journey, having already run his first few lessons: “It was great to have Helen Walls, our franchise development manager, there to support me during my first lessons. I’m excited about getting to know a new group of children and being a positive influence in their lives.

Looking ahead, I hope to expand, run multiple classes and build a team that shares my enthusiasm for drama and its transformative power.”

Becky Goodfield, chief operating officer of Drama Kids said: “Joseph embodies everything we strive for. He’s passionate about children’s development, has incredible energy and truly understands the impact drama can have on young lives. Through our Franchise Graduate Scheme, he’s been able to channel that passion into building a business that we know will positively shape the lives of so many children.” n

The training has been a mix of personal and business-related growth. Learning to manage the practical side of setting up a business has been eye-opening. www.franchiseworld.co.uk | Spring, 2025 23

TheNational FranchiseExhibition

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3 & 4 October 2025 | NEC, Birmingham

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

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ADVISORY ARTICLE

The franchise pack mentality: How franchisees thrive through collaboration

By Kevin Thackrah, Director, Petpals

T

hriving in business can sometimes feel like walking a tightrope without a safety net. That is where franchising stands out as a powerful model – you are never alone. Instead, you are part of a network, a team, a pack. And yes – we are embracing the pun here because, at Petpals, we know all about the value of embracing collaboration, learning from one another and leaning on the collective strength of the franchise network.

The more the ‘terrier’

One of the greatest benefits of joining a franchise network is the treasure trove of knowledge at your fingertips. Each franchisee contributes their own unique experiences, perspectives and ideas.

When that collective wisdom is shared, it is like supercharging your business with a boost you could not achieve alone.

Franchisees often find inspiration in one another’s successes. Whether it is

cracking a challenging marketing dilemma or uncovering untapped customer bases, these shared experiences help the entire network evolve. Just as importantly, learning from missteps ensures others can avoid the same pitfalls. This constant flow of ideas fuels growth and innovation across the board.

At Petpals, we have seen how this exchange of insights helps franchisees take bold steps forward. It is proof that when you succeed, your peers do too – that is the power of collaboration.

‘Barking’ up the same tree

Challenges are an inevitable part of running any business, but being part of a franchise network means you never have to face them alone. With franchising, you have a built-in safety net ready to catch you when things get tough.

For instance, navigating changes in legislation, such as recent updates to dog ownership laws that our franchisees have

had to handle, can feel overwhelming.

Yet, within the Petpals network, a challenge faced by one quickly becomes a solution shared by all. One franchisee’s innovative approach to compliance often turns into a best practice for everyone.

At the recent Petpals conference, the power of idea sharing truly took centre stage. Phil Till, who has successfully run Petpals Basingstoke with his wife Alex for eight years, shared his expertise on expanding the small pets side of the business. Meanwhile, David Gray, franchisee of Petpals Darlington and Yarm, and our Brand Development Manager, led an insightful seminar on the legal changes expected in the industry this year. Knowing that others have your back allows you to face uncertainties with confidence.

‘Fetching’ friendships

Running a business can feel isolating at times. But when you are part of a franchise, you are part of a family. ➥

● Petpals offers a wide range of pet care services that include dog walking and boarding, cat and small pet sitting, a pet taxi service, and more.

www.franchiseworld.co.uk | Spring, 2025 25

“

ADVISORY ARTICLE

NEWS

Challenges are an inevitable part of running any business, but being part of a franchise network means you never have to face them alone. With franchising, you have a built-in safety net ready to catch you when things get tough.

Regular catch-ups, whether virtual chats, regional meet-ups or large-scale conferences, strengthen these bonds.

They are opportunities to celebrate wins, navigate rough patches together and foster relationships that remind you that you are all in it together.

For us at Petpals, camaraderie is at the heart of everything we do. It is this sense of community that keeps franchisees motivated, inspired and supported through every stage of their journey.

After all, it is easier to thrive when you know your pack is cheering you on.

A ‘tail’ of success

At the heart of every successful franchise network is a shared vision – one that aligns every franchisee with a common goal. When franchisees collaborate, the entire network benefits.

It is a powerful reminder that success is not just about individual achievements but about lifting each other up and moving forward together. This sense of unity is the true essence of the pack mentality – a mentality that fosters growth, encourages support and ultimately drives the entire franchise to new heights.

As franchisees shared their experiences and successes at conference, the energy in the room was contagious. It was a clear reminder of how much can be accomplished when franchisees come together with a shared purpose. From practical advice to motivational talks, the event was an example of just how powerful collaboration can be.

At the end of the day, the strength of our pack is what drives us forward. The collective support, shared knowledge and mutual respect between franchisees are what make our network so unique.

And as we continue to grow, it is this united spirit that will continue to fuel our success. n

www.petpals.com/franchise

Growth across Canada with master franchisee I

nternational children’s services franchise, Stagecoach Performing Arts, has celebrated a milestone as Kristi Wenaus (above) marked her first anniversary as master franchisee for Canada.

Since stepping into the role in 2024, Wenaus has spearheaded the growth and development of the network across Canada, driving both personal and professional growth for the franchisees and students alike.

Wenaus said she was proud of how franchisees have supported one another: “Since joining Stagecoach in 2019 with my first franchise territory, I’ve seen firsthand how vital it is to foster a strong sense of community, both in Canada and globally. We’ve not only accomplished that but exceeded expectations, and I couldn’t be more excited about what we’ve achieved together.”

Under her leadership the Stagecoach Canada network has increased in size, introduced new programmes and welcomed new franchisees. Wenaus said: “Two of our existing franchisees have expanded their businesses into new territories, and four more franchisees are scheduled to begin training this spring.

“One of the biggest highlights of the past year was hosting our national conference in Muskoka, Ontario. To witness our franchisees support and celebrate each

“

Kristi’s commitment to the growth of the franchise across Canada has played a significant role in the success of the brand as a whole.

other’s successes was a truly joyful experience.”

Looking ahead, Wenaus is focused on stability and sustainable growth: “This year will be about ensuring the seeds of change we planted last year continue to take root. Our long-term goal is to bring life-changing performing arts training to as many students as possible.”

Andy Knights, chief executive of Stagecoach, said: “Kristi’s commitment to the growth of the franchise across Canada has played a significant role in the success of the brand as a whole.

“Her dedication and exceptional leadership have been nothing short of inspiring. Her commitment to supporting and empowering our franchisees and students has been a cornerstone of our success. I’m incredibly proud of everything she’s achieved and the lasting impact she’s had on our Stagecoach family.” n

www.stagecoachfranchise.com l See page 46, where Knights explains: ‘What it takes to succeed as a master franchisee’.

www.franchiseworld.co.uk | Spring, 2025 27

ADVISORY ARTICLE

Why giving back to the local community should be at the heart of every franchise T

oday, more than ever, businesses are recognised not just for what they sell or the services they can offer, but for the values they embody. What better way to ensure your franchise thrives than by contributing to the very community that keeps you in business?

Giving back is a powerful way to forge meaningful connections with customers, raise your business’s profile and – most importantly – make a real difference.

Cheryl Harper (right), managing director of Greensleeves Lawn Care, discusses why franchisees should consider creating lasting change in their local communities, and why doing so is key to both business success and personal fulfilment.

More than just good PR

Community involvement is often seen as a savvy PR move – and it certainly is – but the benefits extend far beyond that.

When a franchise actively supports its local community, it demonstrates that it values its customers not just as clients, but as neighbours.

Today’s consumers seek businesses that align with their values. By showing up for your community, you’re not only

fostering lasting loyalty but also encouraging word-of-mouth, authentic reviews and a reputation that no advertising budget can buy.

Most importantly, it makes your franchise an integral part of the local fabric – a trusted name that people stand behind. And trust? That’s one of the most valuable assets any business can possess.

Choosing a cause that resonates

Sponsoring local events or causes is a powerful way to make a meaningful impact. Whether it’s supporting a youth sports team, backing an arts initiative, or partnering with a charity, it connects your brand to causes that matter to your customers.

The key is choosing a cause that aligns with your franchise’s values. If you own a lawn care business like Greensleeves, supporting local environmental projects could be a natural fit. Alternatively, as a performing arts franchisee, you might consider backing a local theatre or music festival.

Not only does this strengthen your brand identity, but it also demonstrates to your customers that

28 Spring, 2025 | www.franchiseworld.co.uk

you’re genuinely invested in the causes that matter most to them.

Money doesn’t always talk

While financial donations are undeniably

“

NEWS

Today’s consumers seek businesses that align with their values. By showing up for your community, you’re not only fostering lasting loyalty but also encouraging word-of-mouth, authentic reviews and a reputation that no advertising budget can buy.

valuable, giving back doesn’t always have to come from your wallet.

Sometimes, offering your time, expertise or services can be just as impactful – if not more.

For franchisees, this presents an opportunity to forge genuine, lasting connections by actively engaging in local initiatives. Hosting free workshops, mentoring small business owners or contributing services to community projects are all meaningful ways to make a difference.

Another effective way to give back is by involving your team. Organising charity events or volunteer opportunities can foster team spirit and instil a sense of pride in your business. When employees feel they’re part of something bigger, their connection and motivation to the franchise grow. By making giving back part of your franchise’s culture, you benefit not just the community, but the entire team as well.

Shout about it!

Doing good is one thing, but letting people know about it is key to making a bigger impact. Some franchisees worry that sharing their community efforts might seem like bragging, but the truth is, it is not about boasting – it is about spreading the word and inspiring others to get involved.

Social media, local press and your website are perfect places to highlight the causes you support and the difference you are making. These platforms help shine a light on the good work you are doing while also raising awareness for the organisations you are helping – a win-win.

Sharing your story also shows that businesses can thrive while being socially responsible. When customers see you giving back, it deepens their connection to your brand and boosts their loyalty. It is a chance to lead by example and prove that success

and giving back can – and should – go hand in hand.

Giving back in practice

At Greensleeves, we know a thing or two about giving back. Jamie and Lesley Clark, the husband-and-wife team behind Greensleeves North Yorkshire and Doncaster franchises, have made community involvement a cornerstone of their business.

From sponsoring local football and cricket teams to organising charity events, the Clarks have shown that giving back is not just good for business – it’s also deeply rewarding on a personal level. “Being a family-run business, we understand the importance of supporting local causes,” explained Lesley.

“We recently raised money for the Create a Dream Foundation, a charity set up to help seriously ill children and young people in our area. Supporting children’s charities like this means a lot to us as parents, because we know firsthand how important it is to create joyful experiences for families.”

Jamie added: “Our community supports us, so it’s only right we support them in return. Sponsoring local sports clubs is, of course, about exposure. But most importantly, it’s about creating opportunities for local children to thrive and helping organisations achieve goals they couldn’t alone. It’s something we’re really proud of.”

By giving back, franchisees do more than support their communities – they strengthen the very relationships that drive their success. These efforts create lasting connections, build trust and position the franchise as a meaningful part of the neighbourhood. It is a reminder that businesses thrive not just through transactions but through the positive impact they leave behind. n

www.greensleevesfranchise.co.uk

From paralegal to domiciliary care

SURECARE Stockport has been launched by franchisee, Amna Tariq.

The branch, based in Heaton Moor, has secured its registration with the Care Quality Commission, allowing it to deliver regulated domiciliary care packages to people in Stockport.

Tariq previously worked as a paralegal for law firms in Manchester and had studied health and social care while at college. After having experienced finding care for her mum, she decided to leave the legal profession and follow her passion for home care as well as running her own business.

Alongside domiciliary care, Tariq and her team of three care assistants and an experienced registered manager, will also offer non-regulated services such as domestic cleaning and shopping.

‘Industry knowledge and support’

Tariq said: “I started to research the home care market and SureCare stood out. There is so much involved in setting up a business in this sector, but SureCare impressed me with their industry knowledge and support.

“I am hugely passionate about providing the highest quality care. I want to build a successful business, create jobs and become an important part of the local community. Also, I want SureCare to be the first name people think of when they are looking for home care services for a loved one.

“It is incredibly rewarding when you see the smiles on people’s faces. The services we provide to clients are enabling them to live as independent a life as possible in their own homes, something that makes a real difference to the quality of their lives.”

SureCare says it is committed to providing exceptional home care services for all stages of life’s journey to clients across the UK. n

www.franchiseworld.co.uk | Spring, 2025 29

Ovenu - The UK's original oven valeting franchise.

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ADVISORY ARTICLE

Simple solutions to increase franchisee recruitment

By Rik Hellewell, Founder and Managing Director, Ovenu

F

or some franchisors it has become increasingly difficult to find good quality candidates to invest into their respective networks. Unaccountably, and at the same time, there are also more employed people looking to work for themselves by joining the ranks of the self-employed.

So why then has it become harder for franchises to recruit people into their networks? I’m not sure there is a definitive answer, but I’ll outline the problem and offer a solution or two.

Firstly, when searching for a business opportunity, what are people likely to type into Google’s search box? Maybe something along the lines of ‘start my own business’, ‘become self-employed’, or even ‘how to become a self-employed cleaner’.

Some might go into a bit more detail of what they are looking for by using more words in the search box. The more up-to-date candidates may well turn to the likes of ChatGPT, Gemini or another within the almost endless AI alternatives to search via a well-worded prompt.

Candidates will then, more than likely, be presented with a set of results; few (if any) of which will mention the word ‘franchise’. So here’s a small task for the SEO fraternity within the franchise sector to get their teeth into – optimising the digital media to suit the terms candidates are actually using and not the words centred on ‘franchise’.

That leads to the subsequent question of why weren’t these prospects looking for a franchise in the first place? After all, a recent franchise survey reported there are 1,009 franchised systems in the UK, trading from 50,421 units with a 90% profitability after just two years – surely it’s a place where people looking to start a business are going to want to be.

Secondly, I wonder how many of the population use a franchise product or service every day having no idea they are doing so? I’d wager that upwards of 90% would have no idea it’s a franchise.

How many of the coffee shops, fast-food outlets and other franchised brands on the high street even hint to customers that they are a franchise?

‘Let your customers know your brand is a franchise opportunity’

Moving that to a higher level and placed at the door of the 1,009 franchisors, why are you not telling your customers that your franchisee’s outlet is a franchise?

Does your corporate website mention you’re a franchise? If not, how do you expect people to invest into your franchise if they don’t know it is a franchise?

Surely it’s time to educate consumers to discover which brands they are using are indeed franchises ... just something that’s quick, simple and cost effective. For example, a logo or symbol letting people know the business was a franchise on every till receipt, customer quote, invoice or email.

Here’s another example of how easy this is to do. Let’s take one of our local Ovenu franchisee’s web page and you’ll note that we make consumers very aware they’ll be using a local franchised business. We also explain in

just a few words what a franchise is – this wasn’t complicated or expensive to implement.

These are a couple of easy steps that the franchise sector needs to address such as putting paid to the ‘stock retort’ from those working as independents who invariably quote: “We’re not a franchise but a local, family-run business”. The sector needs to clearly demonstrate that this is exactly what a local area franchisee is.

Ultimately the way to get more people invested into the franchise sector is to educate them by physically demonstrating which products and services are franchises in the first place, and that they too could become a franchisee.

This mission needs to be initiated by franchisors, the smallest number of participants who, in turn, need to encourage ‘buy-in’ from the significantly higher number of franchisees.

I believe the vast majority of franchisors, advisors and consultants in the franchise sector would see the significant and major positive impact these initiatives could bring to the sector. But, I just wonder if those who often quote being successful ‘despite’ rather than ‘because’ they are a franchisee, would be equally keen to spread the word. n

www.franchiseworld.co.uk | Spring, 2025 31

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ADVICE FOR FRANCHISORS

Why your franchise public relations strategy needs an overhaul in 2025

By Lucy Archer, Co-founder, Rev PR

I

f your franchise public relations (PR) strategy hasn’t changed in the last few years, you could be missing out. It’s pretty much common knowledge now that the way in which people consume media and make decisions has shifted dramatically.

Modern-day franchise recruitment, brand credibility, and customer engagement require a far more strategic, multichannel PR approach. What worked five years ago, or even last year, won’t cut it in today’s landscape. If your leads are at rock bottom or quality is ever declining, then you need a rethink.

With fewer dedicated franchise media outlets, an increasingly sceptical audience, and the rapid evolution of AI-generated content, franchisors need to reconsider their PR strategies. In 2025, you should be focused on authenticity, diversification, and smart storytelling. Here’s how you can ensure your PR strategy stays ahead of the game.

The franchise media landscape has changed – have you?

It’s no secret that the number of dedicated franchise media outlets has declined in recent years. Publications that once provided a steady stream of franchise-focused content are now almost entirely digital, with some shifting towards paid editorial models.

Some franchisors might see this as a reason to scale back their PR efforts.

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However, in reality, it presents an opportunity. Fewer outlets mean higher competition for space, yes, but it also means a more engaged audience when coverage is successfully secured.

What you need to do:

1. Double down on franchise media opportunities. The outlets remaining today remain for a reason. They are incredibly valuable, so make sure your content is high-quality, newsworthy, and targeted to give you the best chance of inclusion.

2. Look beyond traditional franchise press – your prospects don’t just read franchise publications. Target niche trade press, business media, and regional publications where your ideal franchisees are already looking for inspiration.

3. Leverage partnerships and industry events. PR isn’t just about online articles. Industry roundtables, radio appearances, and speaking opportunities all play a role in maintaining visibility.

AI-generated content is everywhere – but it’s not a replacement for real PR

AI-powered content creation tools like ChatGPT and Jasper have revolutionised the way businesses generate written material. While they’re useful for idea generation, bulk content, and social media posts, they lack a crucial element: human connection. Your audience – whether potential franchisees, customers, or industry stakeholders –

Double down on franchise media opportunities. The outlets remaining today remain for a reason. They are incredibly valuable, so make sure your content is high-quality, newsworthy, and targeted to give you the best chance of inclusion.

can tell the difference between genuine insights from experts and generic AI-generated ‘fluff’. Trust us, we’ve seen plenty of the latter!

What you need to do:

1. Prioritise thought leadership. Position your brand’s leadership team as industry experts by contributing genuine, useful insights to the media.

2. Focus on storytelling. Franchisee success stories, real-world case studies, and behind-the-scenes narratives are irreplaceable by AI.

3. Use AI wisely but never rely on it – AI can help streamline content creation, but human expertise should always be the final filter.

The rise of ‘distrust culture’ means your PR needs to work harder

Trust in media, advertising, and even social platforms has declined significantly in the last 18 months.

Consumers, franchise prospects, and indeed any kind of investors are more sceptical than ever, meaning that franchisors need to work harder to build credibility.

According to the Nielsen Global Trust in Advertising Report, editorial content such as newspaper articles remains one of the most trusted sources of information (at 78%), far above social media ads or influencer marketing.

What you need to do:

1. Secure earned media placements.

Being featured in reputable publications remains one of the strongest ways to build your brand’s credibility.

2. Use data-driven storytelling. Facts, figures, and real-world success stories resonate more than sales pitches. ➥

www.franchiseworld.co.uk | Spring, 2025 33

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

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Too many franchisors rely on social media for visibility. But organic reach is at an all-time low and algorithm changes mean that even your most engaged followers might not see your posts unless you’re investing in paid social campaigns.

3. Encourage third-party validation.

Awards, franchisee testimonials, and case studies all serve as independent, social proof of your franchise’s success.

Remember, a brand can say pretty much anything in its marketing – you have to prove it to gain the confidence and trust of your prospects.

Social media alone isn’t enough – you need a multi-channel approach

Too many franchisors rely solely on social media for visibility, and many fall foul of the LinkedIn echo chamber. But organic reach is at an all-time low and algorithm changes mean that even your most engaged followers might not see your posts unless you’re consistently investing in paid social campaigns.

However, platforms can be used powerfully for strategic storytelling and franchise recruitment if, and it’s a big if, you have a cohesive strategy and understand what outcomes you should be trying to achieve.

What you need to do:

1. Create a content ecosystem. Your PR, social media, and content marketing should all be working together, not in isolation.

2. Use video content strategically.

Short-form video content continues to outperform static posts. Get creative and capture months of content in bulk with the help of your PR agency.

3. Engage with your audience beyond the post. Commenting, responding to messages, and fostering discussions is a fantastic way to build real engagement.

Your PR strategy needs to be data driven

Franchisors and franchisees alike often ask, “How do we measure PR success?”

Gone are the days when advertising value equivalency was the gold standard.

Now, as PR professionals, we look for engagement, visibility, and real impact.

With more tools available than ever to

ADVICE FOR FRANCHISORS

NEWS

track PR – Google Analytics, search engine optimisation rankings (SEO), backlink data, media impressions – there’s no excuse for not knowing what’s working and, perhaps more importantly, what’s not.

What you need to do:

1. Track the right key performance indicators. Look at referral traffic, media coverage reach, franchise recruitment lead quality, and conversion time and rate.

2. Use SEO strategically. Optimise all PR content for search engines to extend its lifespan.

3. Repurpose media coverage. Use PR wins across your website, social channels, and marketing materials. One of our favourite sayings is “Create once, use many times!” Shout out to Sally Anne Butters, our co-founder, for that one.

The bottom line: PR in 2025 is about smart strategy, not just exposure

Franchisors and franchisees who adapt, diversify, and prioritise credibility will thrive in 2025’s competitive landscape.

PR is no longer just about securing coverage; it’s about being seen in the right places, by the right people, at the right time.

By shifting your PR focus to earned media, credibility-building content, multi-channel storytelling, and datadriven decision-making, you’ll position your franchise for stronger recruitment, higher trust, and long-term success.

The question isn’t “Should we overhaul our PR strategy?” It’s “How soon can we start?”

Need help with your own PR strategy overhaul? Let’s chat! We’d love to help you take your brand to the next level.

We absolutely love discussing this kind of thing. Email me at lucy@revpr.co.uk or call 07921 572 554.

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

www.revpr.co.uk

Doner Shack set to open in the U.S.

DONER SHACK, the Berlin-inspired UK kebab franchise, co-founded by Sanj Sanghera and Laura Bruce, has granted its first U.S. franchise for the territory of Dallas,Texas.

The franchisee Mr Zaman, who has a background in food service, franchise operations and project management, said he chose Doner Shack because it brings together amazing quality, bold branding and international appeal.

“Doner Shack’s commitment to fresh ingredients, seamless operations and an outstanding customer experience perfectly matches my dream of owning a fast-casual restaurant that doesn’t just blend in – it stands out,” said Zaman.

Co-founders comments

Sanghera commented: “We’re very excited to welcome our first U.S. franchisee in Dallas – a city celebrated for its dynamic food culture and entrepreneurial spirit. This is just the beginning of an exciting journey as we bring our unrivalled, crave-worthy kebabs to American diners.”

Bruce added: “All signs point to a successful first U.S. restaurant opening on the horizon. With more locations to be announced in new states soon, we’re thrilled to be bringing the Doner Shack experience coast to coast.”

Doner Shack says its simple yet efficient kitchen operations and contemporary dining experience offers quick, highquality food featuring doner and shawarma kebabs, buttermilk chicken tenders, loaded fries and sliders. n www.franchiseworld.co.uk | Spring, 2025 35

Which franchise should I buy?

NEWS

T

his 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.

n

What can you afford?

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What are your personal aptitudes and working background?

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What would you really like to do for the rest of your career?

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Would the franchise be profitable enough to support your current lifestyle and meet your work/lifestyle balance aspirations?

Before looking at these questions indepth, you need to ask yourself whether you are, in fact, suited for selfemployment, and whether you would be prepared to run the business according to the franchisor’s rules.

You will at the end of the day run 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?

Also, see our FAQ page to understand the fundamental issues of franchising for the beginner.

Featured franchises GoCruise & Travel The franchise is focused on providing a framework for passionate individual business owners to sell cruises and holidays (part of the Fred. Olsen Travel family). More

Order Tiger The innovative digital model, advanced technology, and support will help you create your presence in the lucrative online food ordering sector. More

Valex Ventures The Valex franchise provides an individual with the tools, knowledge and experience to be successful in sales in the bulk packaging UK market. More

“ Wingers Wellingborough We could see how popular the restaurants were and it’s only a matter of time before we expand and open a further Wingers.

opens with record sales W

ingers, the quick service chicken restaurant, has seen record opening sales at its new store in Wellingborough, Northants, following recent successful launches at Congleton, Cheshire and Stafford, Staffordshire.

Franchisees of the Wellingborough outlet, brothers Trupesh and Vikash Gajjar (above), are not new to franchising as they have a Subway franchise in one of two independent petrol stations they also operate.

Trupesh said the first of week of trading was incredible, as he explains: “I know the Wingers’ store openings at the end of last year smashed records but we’ve exceeded those sales figures in our first week!

“Wingers takes convenience food to the next level as all the chicken and sides are prepared fresh and made to order which our customers love. They tell us, it just tastes better! It’s one of the reasons we chose the Wingers franchise. We could see how popular the restaurants were and it’s only a matter of time before we expand and open a further Wingers.”

Amran Sunner, co-founder and operations director of Wingers confirms:

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“Wellingborough is a great example of the immediate popularity of our delicious, fresh buttermilk fried chicken when introduced to a new location. Our proven franchise model now means there is a real opportunity for business minded individuals looking for a thriving franchise where only the sky is the limit.

“As a management team we are committed to growth and supporting experienced quick service restaurant professionals to open new sites in all parts of the UK including Northern Ireland.”

Wingers adds that it offers full turn-key restaurant opening, comprehensive training and support, simple operation with low staff overheads, a great menu and low cost of entry with potential for excellent returns.

Wingers was set up during the pandemic by the Sunner family, brothers Amran and Dylan, and their father Bill.

Focusing on flavour and quality ingredients to create tasty meals to eat-in, take away or to be delivered, it launched as a franchise in 2022 and currently has 15 restaurants in the UK. n

www.wingers.uk.net/franchise

Our proven franchise model now means there is a real opportunity for business minded individuals looking for a thriving franchise where only the sky is the limit.

36 Spring, 2025 | www.franchiseworld.co.uk

ADVISORY ARTICLE

Nurturing loyalty: Why customer retention is key in franchising

By Francesca Rau, Head of Marketing, Monkey Puzzle Day Nurseries

C

ustomer retention is the backbone of any successful franchise. While attracting new customers or service users is important, keeping existing ones engaged is what truly drives long-term growth. Loyal customers not only return but also become your biggest advocates, recommending your business to others, and ultimately strengthening your reputation.

But what happens when your customer lifecycle is naturally short? How do you ensure they keep coming back – or at the very least, leave with a lasting positive impression?

Here I explore why retention matters, the key strategies for keeping customers engaged and reveal how at Monkey Puzzle Day Nurseries we foster longterm loyalty.

Why does retention matter for franchisees?

Customer retention isn’t just a nice-tohave – it’s a game-changer for franchise success. While bringing in new customers is always important, keeping the ones you already have delivers far greater value in the long run.

Loyal customers aren’t just repeat buyers; they’re your biggest advocates.

When people have a positive experience with your franchise, they’re more likely to leave great reviews, recommend your business to others and strengthen your reputation – especially within the local communities, where trust and credibility are everything.

Retention also fuels long-term growth, making your business more sustainable and, ultimately, more profitable. Strong customer relationships lead to higher

satisfaction ratings, more referrals and a sense of loyalty that keeps people coming back. Instead of constantly focusing on customer acquisition, prioritising retention allows franchisees to build a solid foundation for success – one that is more likely to stand the test of time too.

Key strategies to keep customers engaged

So how can you turn a first-time customer into a loyal advocate? It all comes down to engagement. Here are some key strategies to build lasting relationships and keep your customers coming back:

1. Create a seamless customer journey – first impressions matter. Ensuring a smooth onboarding process is crucial for building trust from day one. Make it easy for customers to understand what you offer and why they should stay.

Providing clear resources, onboarding guides, or even personal support can help reinforce the value of sticking with your brand.

2. Deliver an outstanding customer experience – engagement doesn’t stop after the first interaction – it’s an ongoing process. Keep communication proactive, whether through regular check-ins, newsletters or personalised updates. Hosting events, workshops or even online communities can strengthen relationships and keep customers involved. Digital tools, such as apps or loyalty platforms, can also help maintain a seamless connection with your audience.

3. Offer meaningful rewards and incentives – loyalty should be a two-way street. Show appreciation for returning

customers by offering priority access, exclusive perks, or discounts. Referral programmes that reward word-of-mouth recommendations can also be a powerful way to grow your customer base while introducing trust and credibility.

By focusing on these strategies, franchisees can cultivate strong relationships, encourage repeat business and build a loyal customer community that fuels long-term success.

Building long-term customer relationships

Retaining customers goes beyond their initial journey – it’s about staying connected and continuing to add value.

Even after a customer’s direct interaction with your business ends, maintaining a relationship through follow-ups or occasional updates can leave a lasting impression.

Encouraging online reviews and testimonials also reinforces trust, helping to attract new customers while reminding past ones of their positive experiences.

Beyond transactions, fostering a sense of community through events, social media or exclusive networks strengthens engagement and brand loyalty. When customers feel valued, they’re more likely to stay connected and recommend your business to others.

Word-of-mouth remains one of the most powerful and cost-effective drivers of sustainable growth, making strong relationships essential for long-term success. This is especially critical in our operations as a children’s day nursery brand, with a significant proportion of our parents having enrolled their child

www.franchiseworld.co.uk | Spring, 2025 37

www.stockcheck.co.uk

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

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

ADVISORY ARTICLE

NEWS

in our settings because of the stellar reviews they’ve heard from other parents. We don’t take this for granted and ensure our quality of service is constantly monitored on a nationwide scale.

Supporting franchisees in customer retention

Strong customer retention starts with building lasting relationships, and franchisees play a key role in making this happen. Proactive communication, exceptional customer experiences and a focus on long-term engagement all contribute to loyalty, brand reputation and overall business success. But it’s equally important for the franchisor to provide the right tools and support to help franchisees retain customers effectively.

This spring, Monkey Puzzle is introducing a new campaign designed to support franchisees in keeping families engaged for longer. The initiative focuses on retaining toddlers within our nurseries while encouraging new preschoolers to join, showcasing the benefits of our preschool experience.

With a bespoke marketing plan, step-bystep guidance and tailored resources, the campaign equips franchisees with everything they need to strengthen customer loyalty and drive sustainable growth.

By taking a structured, strategic approach to retention, franchisees can foster stronger relationships, enhance their local reputation and create an environment where families feel confident in their choice – making Monkey Puzzle the go-to name in early years education.

This strategy is something that transcends our industry – it’s a critical and relevant component of operations across all franchise brands. Loyalty isn’t just about a duty committed to between two parties – it’s about creating long-term relationships for a mutual benefit. l For more information on franchise investment opportunities with Monkey Puzzle Day Nurseries, visit monkeypuzzlenurseryfranchise.com. n

● Creams Café offers a selection of signature sweet desserts and a handcrafted range of over 24 gelato flavours, with ingredients sourced from Italy and the UK.

Creams Café store opens with Tesco Family Dining C

reams Café, the dessert restaurant brand, has opened a new store within Tesco Extra at The Forum in Stevenage, Hertfordshire, with franchisees Shubham Jain and Bhavesh Vasoya.

The store will offer customers a selection of signature sweet desserts and Creams handcrafted range of over 24 gelato flavours, which are created using only the highest quality ingredients sourced from across Italy and the UK, said the franchisor. A new range of speciality hot chocolates will also be available to offer customers a ‘warming cup of indulgence’.

Creams Café explains that the new store is part of a nationwide retail franchise agreement with Tesco Family Dining for Creams to open alongside in-store Tesco Cafés. The new outlet was officially opened by the Mayor of Stevenage, Councillor Jim Brown.

Franchisees Jain and Vasoya commented: “We truly love being part of the Creams family as it allows us to

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create something truly special and bring genuine joy to the people we serve daily.

By opening our new location within Tesco, we hope to be able to bring a scoop of happiness to even more people and add a little sparkle to what can potentially be a mundane task.

“One of the things that drew us to Creams initially was the quality of what is on offer, and having only just joined the Creams family with our first store, it is clear that quality is at the heart of every dish.

“What has allowed our success is the ongoing and unwavering support from Creams – allowing us to bring delectable desserts at an affordable price point to more people.”

Creams was founded in 2008 by Adam Mani and Balal Aqil in Southall, West London, to offer freshly made desserts, from waffles, crêpes and sundaes, to cakes, gelatos, sorbets and vegan desserts. n

www.creamsfranchising.com

One of the things that drew us to Creams initially was the quality of what is on offer, and having only just joined the Creams family, it is clear that quality is at the heart of every dish. www.franchiseworld.co.uk | Spring, 2025 39

THE NATIONAL FRANCHISE EXHIBITION

Franchise success in 2025: Why now is the perfect time to invest in the proven model T

he UK franchise industry continues to show its remarkable resilience and growth, making it a top choice for aspiring entrepreneurs. According to a recent survey by the British Franchise Association (BFA), the sector now contributes a staggering £19.1bn to the UK economy annually.

With more than 50,000 franchise units across the country and an average turnover of £400,000 per unit, it’s clear that franchising offers a proven, profitable pathway for those looking to invest in their future.

One of the standout features of the UK franchise industry is its remarkable economic performance. An impressive 89% of franchise units are profitable, and 95% of franchises achieve profitability within five years. This outstanding track record highlights the resilience and growth potential of the franchise model, even amidst challenging economic conditions.

The evolution of franchising: A thriving and inclusive sector

Franchising in the UK has evolved steadily over the past decade, with significant shifts towards diversity and inclusivity. Today, the franchise industry boasts a 60/40 male-to-female split, a notable advancement from 2005 when women made up just 20% of the sector.

The gender balance in new franchisee

recruitment is also changing. In 2005, 84% of new franchisees were male, but by 2024, this figure has dropped to 65%. This shift, combined with 50% of franchisors viewing diversity as a key business priority, is driving greater inclusivity and helping to shape a more dynamic, diverse, and profitable sector.

A standout trend is the industry’s strong post-pandemic performance. An impressive 66% of franchisees have reported improved business results since the pandemic, underscoring the resilience and adaptability of franchising as a business model.

Looking ahead, the outlook for the industry remains positive, with 87% of franchisors anticipating better financial conditions in the coming year. This optimistic sentiment creates an ideal environment for prospective franchisees to explore new opportunities and take the leap into business ownership.

Take the next step on your franchise journey at The National Franchise Exhibition

With the franchise industry booming and new opportunities opening up every day, 2025 is the ideal time to advance your entrepreneurial ambitions.

The National Franchise Exhibition returns to the NEC, Birmingham, on 3rd and 4th October, offering the perfect opportunity for anyone interested in

40 Spring, 2025 | www.franchiseworld.co.uk

exploring opportunities within the sector.

Whether you’re new to franchising or looking to expand your business portfolio, this event is a must-visit.

This year, the exhibition will showcase a diverse range of franchise opportunities across a huge variety of sectors: from food and beverage to fitness, care to education, and more. Attendees will have the chance to meet household names such as McDonald’s and Anytime Fitness, as well as explore franchise options at various investment levels.

For those interested in less affordable franchise opportunities, the Low-Cost Franchise Showcase will be a key highlight. Featuring brands with investments starting from under £10,000, this area is designed for entrepreneurs who may have limited upfront capital but still want to get into a franchise business.

With the average start-up cost for new franchises now at £85,000, the Low-cost Franchise Showcase provides a crucial opportunity to discover businesses that offer a lower financial barrier to entry.

Visitors can also benefit from an extensive seminar programme, packed with free talks and expert-led presentations. Whether you’re just beginning to explore franchising or actively researching potential investments, these sessions provide

● A keynote speaker, Levi Roots, founder of the Reggae Reggae Sauce brand, addressed seminar

attendees at the recently held British & International Franchise Exhibition, Olympia London.

the essential tools to help you navigate the franchising world.

Networking: The key to business success

A unique aspect of The National Franchise Exhibition is the opportunity to network with like-minded entrepreneurs. With 71% of franchisors citing word-of-mouth networking as an essential part of due diligence, the exhibition offers a dynamic platform to meet with the wider franchising community. Visitors can connect with franchisors, franchisees, and industry professionals who can help guide them along their entrepreneurial journey.

A highlight of the event is the Real Franchise Stories Q&As. These interactive discussions offer a chance to hear directly from successful franchisees, who will share their personal experiences, challenges, and insights into running a franchise business. These sessions provide practical, real-world advice that can help prospective franchisees make informed decisions about their future.

One highly exclusive area of the exhibition is the Multi-unit Franchise Conference, tailored specifically for existing franchisees looking to expand their portfolios. This is an invaluable opportunity to gain insights from successful multi-unit franchisees, industry leaders, and representatives from top brands.

Visitors will learn key strategies to build and manage a multi-unit operation, as well as how to scale their business for long-term success. It’s a chance to network with some of the most influential figures in franchising and

discover exactly what it takes to grow and sustain a thriving multi-unit empire.

Franchising as a growth strategy for established businesses

For those with existing businesses, franchising offers a powerful growth strategy. The event will feature the Growing Your Own Business area, which provides expert guidance on how established companies can expand through franchising. If you’re a business owner considering franchising as a means to grow your brand, this area is the perfect place to explore whether this path is right for you.

Franchising is not only a profitable business model but also offers a forward-thinking approach. With more than 40% of UK franchisors actively pursuing international growth, the sector’s global reach is broadening, presenting new opportunities for business owners to enter international markets. Now, more than ever, prospective franchisors can seize exciting opportunities to establish a global presence.

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The exhibition also provides a wealth of resources to help business owners navigate the entire franchising process.

These include free one-to-one sessions with funding specialists, franchise consultants and experienced franchise lawyers, all ready to help take your business to the next level.

The path to franchise success starts here

The National Franchise Exhibition offers far more than just an opportunity to explore franchise options, it’s a comprehensive event designed to empower attendees with everything they need to succeed as entrepreneurs.

Whether you’re looking to start a new business, grow an existing franchise portfolio, or are new to the sector entirely, this event delivers invaluable resources, expert guidance, and the chance to connect with a network of like-minded individuals ready to support your journey. l To learn more about the exhibition, visit www.FranchiseInfo.co.uk. n

The National Franchise Exhibition will showcase leading franchise brands, deliver invaluable resources, expert guidance, and the chance to connect with a network of like-minded individuals ready to support your journey. www.franchiseworld.co.uk | Spring, 2025 41

BFA NEWS

Results of the BFA’s annual report and board changes T

he British Franchise Association (BFA) held its virtual Annual General Meeting in December, revealing the results of its annual report and board changes.

In addition, a series of four diversity, equity, and inclusion insight sessions saw live sessions streamed across BFA social channels discussing disability, race and cultural equality, young people and LGBTQIA+.

Membership

The association’s annual report revealed that it continued to perform well in 2024, with growth across all membership categories. The most significant growth was seen with the 400 plus new franchisee members, cementing the BFA’s commitment to ensuring the voices of those at the grassroots of franchising are represented.

Reaccreditation

The association saw a rise in annual reaccreditations, emphasising the importance of ethical franchising to UK franchisors and their commitment to uphold strong standards for best practice.

Board members

● Appointments, from left: Ruth Brown, Ben Brookes and Suzie McCafferty.

Qualified Franchise Professional (QFP)

The QFP qualification, which runs in cohorts throughout the year, showcased 16 modules and 24 days of training in 2024, resulting in 29 people going through to become QFP qualified. There are now 211 QFP’s in the UK.

The British Franchise Journal

The BFA offers a dispute resolution and mediation service to its members, which was utilised by several brands in 2024.

The association plays a vital role when things don’t go to plan between franchisor and franchisee, with the primary goal of getting the two parties back into positive dialogue and finding a suitable resolution. A new mediation service is planned to launch this year.

In October, the association published the British Franchise Journal, sponsored by NIC Services Group (now NIC Local), containing the results of the first national franchise survey since 2018. The survey revealed facts and figures that gave the industry crucial data to back up editorial copy, marketing messages and advertising campaigns.

BFA Academy

Social media, marketing and PR

Dispute resolution and mediation

The Academy remains at the heart of the BFA, educating both existing members, as well as those considering joining franchising. Whatever stage someone is at, the BFA has the tools to assist them and with 15 in person events and 23 online events in 2024, there were plenty to choose from.

Flagship events such as Empowering Women In Business and the annual conference saw increased attendance of 3% and 17% respectively and the Prospective Franchisee Certificate was completed by 29 students per month.

The association continued to deliver social media campaigns with increased followers across four out of the five main channels. Four marketing campaigns were rolled out: The Best in Franchising, Children’s Activity Week, Myths & Facts, and My Story, My Franchise, with a combined reach of 11.3m.

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In 2025, our focus remains on supporting our members, promoting ethical practices and positioning franchising as a successful and inclusive business model.

42 Spring, 2025 | www.franchiseworld.co.uk

Ben Brookes (Agency Express) was appointed as the newly-elected Board Director. Paul Thompson (Water Babies) retained his position on the board and was then subsequently re-appointed as the Chair of the association.

The board also re-appointed Ken Deary (Right at Home) where he will continue to represent the BFA as the franchisor representative on the European Franchise Federation Board, alongside Catharine Chalton (Home Instead), who holds the franchisee representative slot.

Ruth Brown (Home Instead) was elected by the board as Deputy Chair; the first woman to hold this position since Pam Bader (formerly of Molly Maid) in the mid-1990’s. Suzie McCafferty (Platinum Wave) was appointed as the new Advisor and Supplier Forum Chair.

Pip Wilkins, Chief Executive of the association, commented: “I am delighted to share the outcomes of our AGM, where key appointments and re-elections were made to strengthen the governance structure of the BFA.

“In 2025, our focus remains on supporting our members, promoting ethical practices and positioning franchising as a successful and inclusive business model. These results and appointments reflect the expertise and strength within our community, ensuring that we continue to drive progress and support our members effectively into the future.” n l The British Franchise Journal is available from the BFA website: (£99).

ADVISORY ARTICLE

Are you looking to sell your franchise business, and can you do it alone?

By Emma Bohan, Co-Director, Franchise Resales

W

hen the time comes to sell your franchise business, a key question many franchisees ask is: Can I sell my franchise business myself? The short answer is yes – but whether you should is an entirely different matter.

Selling a franchise is not like selling an independent business. There are additional complexities, including franchisor approval, legal agreements, buyer funding, and marketing the business to the right audience. While some franchisees attempt to handle the sale on their own, many soon realise that the process is more complex than they initially thought.

At Franchise Resales, we’ve facilitated the sale of numerous franchise businesses, and we understand the intricacies of the process. In this article, we’ll explore the key considerations to help you decide whether selling your franchise on your own is the right path for you.

Do you have experience with franchise resales?

On the surface, the resale process may seem simple: decide on a value, list the business for sale, find a buyer, agree on terms, and complete the transaction.

However, the reality is selling a franchise business takes time, expertise, and strategic planning.

The average time frame for selling a franchise business is 12-18 months.

While some sales happen quicker, others can take years. If you have never sold a business before, navigating the process alone can be overwhelming.

Ask yourself whether you have been through a franchise resale before,

whether you understand the legal, financial, and operational aspects of selling a franchise, and whether you are comfortable handling negotiations and due diligence. Without previous experience, you may encounter unexpected hurdles that could delay or even derail the sale.

Do you have the right specialist contacts?

Selling a franchise requires input from various professionals. Even if you choose to sell independently, you will likely need assistance at some stage.

Consider the following:

Legal support

Franchise agreements are legally binding contracts that outline the terms of selling your business. A standard solicitor may not be familiar with franchise-specific clauses, leading to costly delays.

Franchise Resales works with British Franchise Association accredited solicitors who specialise in franchise transactions, ensuring the legal process is handled efficiently.

Funding support

Many buyers require financing to purchase a franchise. Do you have relationships with franchise-friendly

lenders? Buyers approaching a high street bank may struggle to secure funding, whereas a broker with established lender connections can streamline the process.

Franchisor approval

Your franchisor plays a key role in approving any new buyer. Ensuring the prospective buyer meets their criteria is crucial, and without an understanding of what franchisors look for, you may waste time with unsuitable applicants.

Are you confident in valuing your business correctly?

One of the biggest pitfalls franchisees face is incorrectly valuing their business.

Overpricing will deter potential buyers, while under-pricing means leaving money on the table.

Consider whether you understand the key factors that influence business value, whether you can provide financial justification for your asking price, and whether you are emotionally attached, making it difficult to assess value objectively.

At Franchise Resales, we use industryspecific valuation models that consider market trends, financial performance, and franchise-specific factors to

About the author Emma Bohan is a Co-Director of Franchise Resales, working alongside her husband, Michael. With six years working in the franchise sector, Emma plays a key role in marketing and business prospectus creation, helping franchise owners successfully sell their businesses. Passionate about delivering results, she combines strategic expertise with a personal approach to every sale.

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

www.franchiseworld.co.uk | Spring, 2025 43

“

ADVISORY ARTICLE

NEWS

Ask yourself whether you understand the legal, financial, and operational aspects of selling a franchise, and whether you are comfortable handling negotiations and due diligence. Without previous experience, you may encounter unexpected hurdles.

determine an accurate and justifiable price.

Am I marketing my franchise in the right places?

Finding the right buyer takes more than just listing your business online.

Certain platforms are excellent, but many franchise resale buyers aren’t actively searching – they need to be identified and engaged through targeted marketing.

At Franchise Resales, our dedicated Buyer Portal allows us to track every registered user and their specific interests, ensuring we know exactly what they’re looking for. Many buyers have signed up exploring different sectors, enabling us to match businesses with potential purchasers who may not have initially considered them.

Beyond that, our e-shot database of approximately 6,000 actively interested buyers ensures your business reaches the right audience at the right time.

While there are many business-for-sale platforms, not all are effective for franchise resales. Some attract bargain hunters, while others fail to connect with qualified buyers. That’s why Franchise Resales leverages a highly targeted approach, combining our extensive buyer database with strategic marketing to reach serious franchise buyers and maximise your chances of a successful sale.

How will you qualify leads?

Managing buyer enquiries can be timeconsuming, with many initial enquiries being speculative. Without experience, it can be challenging to distinguish serious buyers from time-wasters and can often become disheartening.

At Franchise Resales, we provide a complete end-to-end process, handling all leads on your behalf. Our team manages every enquiry, filtering out those who aren’t serious and only notifying you of genuinely interested

buyers. With our expertise and access to pre-qualified buyers, we reduce wasted time and ensure you engage only with those who have a genuine interest in purchasing your business.

Do you have the time to manage the sale?

Selling a business isn’t just about listing it and waiting – it’s an active process that requires strategic marketing, handling buyer enquiries, facilitating due diligence, negotiating terms, managing legal and financial aspects, and securing franchisor approval.

At the same time, your business needs to stay on track. A well-run business is far more attractive to buyers and commands a stronger price. If your schedule is already packed, ask yourself – do you have the time to manage the sale effectively? With the right support, you can focus on running your business while ensuring the best possible outcome.

So, can you sell your franchise by yourself?

Yes, of course you can sell your franchise business independently, but success depends on several factors – your experience, professional network, valuation accuracy, marketing strategy, your attachment to your business and the time you can dedicate to the process.

For many franchisees, the complexity involved makes partnering with a specialist the smarter choice. At Franchise Resales, we handle the entire process, ensuring a smooth, efficient, and profitable sale. From accurately valuing your business and targeting the right buyers to managing enquiries, facilitating negotiations, securing franchisor approval, and streamlining legal and financial steps – we take care of it all.

Thinking about selling your franchise?

Let’s chat about how we can help you maximise its value and connect you with genuine potential buyers. n

Snap-on reduces its start-up costs

SNAP-ON TOOLS has announced that for the first time in its 100-year history it has reduced start-up costs to £9,000 plus working capital. This is a direct response to the increasing challenges faced by prospects in today’s economic landscape, making its model more accessible to prospective franchisees.

Byron Miltz, UK managing director of Snap-on Tools, said: “We believe everyone deserves the chance to change their life and achieve their dreams. This 2025 incentive is designed to help people do both.”

In-house finance programme

Snap-on explains that it offers funding assistance to prospects through an in-house finance programme, where a business loan helps to fund the purchase of their franchise and, as part of the new incentive, is interest free for two years.

Miltz continues: “Our aim was to remove as many barriers as possible, be it initial cost or ongoing affordability.

The strength of our model has been proven for more than 60 years in the UK and 100 years internationally – we want more people to be able to benefit from being a part of it.”

Many franchisees join Snap-on with little to no experience of the tool trade, and most have never run a business before, which Miltz says is not a problem: “We look for individuals with great people skills who can build relationships with customers and have a passion for selling.”

Snap-on adds that its training and support programmes equip franchisees with the knowledge, skills and confidence to run their own business, and last year franchisees had average paid sales of £400,682 with no percentage-based royalty fees to pay. n

www.franchiseworld.co.uk | Spring, 2025 45

ADVISORY ARTICLE

● Stagecoach Performing Arts teach children and teenagers how to sing, dance and act, not

only to perform on stage but, more importantly, to perform better in life.

Can you master the role?

What it takes to succeed as a master franchiseee

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

T

aking on a master franchisee agreement is no small feat. It is a chance to move from running a single franchise to overseeing an expansive region – or an entire country – shaping its growth and mentoring others to achieve their own success.

It is a bold step, but for those who embrace it, the rewards are immense – both personally and professionally.

At its core, being a master franchisee is about leadership. It is about recognising potential, nurturing talent and driving the success of a network. While the role comes with its challenges, it also offers the unique opportunity to leave a lasting legacy and play a significant part in a brand’s growth story.

Here I explore what it takes to succeed as a master franchisee, the support you can expect and the value of embracing the challenge.

What makes a great master franchisee?

If you are considering opportunities as a master franchisee, you are probably asking yourself, “Do I have what it takes?” The answer lies in your ability to think strategically, inspire others and stay committed to the brand’s values.

Successful masters are leaders at heart.

They know how to bring out the best in people, provide guidance and create a shared vision for success. But it is not just about being a great motivator – it is about staying connected to the bigger picture. A master franchisee must be able to step back, assess the market and

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Many franchisees consider becoming a master after years of steady growth. It is a natural progression – first mastering your own business, then applying what you have learned to help others succeed.

46 Spring, 2025 | www.franchiseworld.co.uk

ensure the network is moving in the right direction.

Experience is also key. Many start as single-unit operators, proving their ability to run a successful franchise before taking on the challenge of leading a network. This hands-on experience is invaluable when stepping into a role that requires both operational know-how and strategic foresight.

The support behind the scenes

Stepping into the role of a master franchisee might feel daunting, but it is important to remember that you are not doing it alone. Franchisors like Stagecoach are there every step of the way to help you succeed.

From onboarding to ongoing guidance, the partnership between a franchisor and a master franchisee is built on trust and collaboration. Whether it is navigating local market challenges, fine-tuning

NEWS

Practice growth at TaxAssist

operations or helping your network thrive, franchisors are there to share their expertise and ensure you are set up for long-term success.

At Stagecoach, we are proud to equip our franchisees with the tools they need to excel. Our masters have access to marketing strategies, operational systems and a team dedicated to supporting their growth. The role might be challenging but, with the right support, it is also deeply rewarding.

Growing organically before making the leap

Many franchisees consider becoming a master after years of steady growth. It is a natural progression – first mastering your own business, then applying what you have learned to help others succeed.

Take the story of Alison Tasker, one of our Australian franchisees. While not a master franchisee, her journey demonstrates how organic growth can set the stage for bigger opportunities.

After running six successful Stagecoach schools in Perth, Alison expanded into Sydney and Melbourne, driven by her passion for the brand and her confidence in her team.

“I’ve been keen to grow the brand for some time, and I had a couple of trusted teachers who were moving back over east. It seemed like the perfect opportunity to open schools under the management of people who were familiar with Stagecoach and who would be wonderful ambassadors for the brand.”

Why the challenge is worth it

Being a master franchisee is a balancing act. You are managing day-to-day operations while also planning for long-term growth. You are building relationships, supporting franchisees and ensuring the brand’s values are upheld at every level. It is not always easy, but it is a role that allows you to make a real difference – not just in the business, but in the lives of the people you work with.

The key to success lies in trust. A strong, dependable team is essential when you cannot be everywhere at once. For Alison, the key to successful expansion has been surrounding herself with the right people.

“Choose a team who you can trust to deliver a service to the high standards that you set. Work really hard to build those strong relationships so you are aware of what’s going on in the schools you’re not attending every week.”

Taking on a master franchisee agreement is a bold and exciting step that requires careful consideration. Do you have the leadership skills, strategic vision and resilience to succeed in this role? Are you ready to embrace the challenge of representing a brand at a higher level and supporting a network of franchisees?

Master franchisees do not just grow their businesses – they create legacies.

For those willing to rise to the challenge, the journey is as rewarding as the destination. n

www.stagecoachfranchise.com

TAXASSIST ACCOUNTANTS have recruited three new franchisees to its network of more than 250 franchises operating across the UK from over 400 shops and offices.

The new recruits (pictured above, from left) – Peaches Raja (Melksham & Trowbridge), Meghna Doshi (Park Royal & North Kensington) and Khandakar Rahman (Wanstead & South Woodford) – have completed the company’s initial training and are now launching their TaxAssist practice.

James Mattam, group director of franchising at TaxAssist, said: “Since launching our refreshed branding and refining our franchise packages last year, we’ve seen a huge number of accountants and tax experts looking to join our network.

“Khandakar and Peaches have joined on our ‘new start’ franchise package and have begun their journey to building their own practice. Meghna joins us with an existing practice with over 85 clients and is now looking forward to scaling the growth of her business by utilising the TaxAssist brand and support.”

Franchise resales

Mattam adds the network has a number of accountants looking to retire and last year six practices changed hands between existing owners: “We’re always keen to support them to realise the value and goodwill they have built up over many years.

“Franchise resales continue to be incredibly popular and we have many years’ experience facilitating the successful transfer of ownership between franchisees.” n www.franchiseworld.co.uk | Spring, 2025 47

Click to view the archived issues

R

ead the 2024 archived issues of Franchise World magazine. To view all issues from the Franchise World back catalogue, click here.

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

Winter | 2024

FranchiseWorld Covering franchising since 1978

Subway’s new restaurant design to roll out in 2025

Subway has unveiled a new restaurant design to further enhance guest experience, improve convenience and help drive franchisee profitability.

Franchise survey

Bluebird Care

The Franchise Industry Survey 2024 results ‘make for gratifying reading’

Water Babies

Rebranding and new services underpin the company’s strapline ‘It’s good to be home’

The swim school franchise has been acquired by U.S. investors.

Winter | 2024 View

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

Autumn | 2024

FranchiseWorld Covering franchising since 1978

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

With over 4,000 stores in 11 countries, Paris Baguette is renowned for its exquisite cakes, pastries, sandwiches, salads and coffee. Its mission is to transform every visit into a memorable experience.

HiQ expansion

Chicken Cottage

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

Franchise exhibition

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

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

Autumn | 2024 View

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

Summer | 2024

FranchiseWorld Covering franchising since 1978

Nolte Kitchens launches its franchise model to fuel UK expansion Order Tiger’s

Paris Baguette

Summer | 2024 Andy Knights

digital model to create your presence in the lucrative online food ordering sector

offers the opportunity to open your own Boulangerie-Patisserie in London

reflects on his tenure at Stagecoach – the evolution and future plans for the school

View

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 XCELERATE GYMS

Paris Baguette

fitness brand built around every member of the family

springs forward with three new UK franchise agreements

Gordon Drakes

reflects on the key developments in UK franchising case law

Spring | 2024 View

ng work?

| How does franchisi

Franchising from both sides

of the fence

on tors offer their advice Hand-picked contribu a Business se and Franchising Buying a Franchi

eBook

and Plus: sample franchise contracts master franchise

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Also, a must read to franchising for aspiring/existing franchisees and franchisors, Franchising from both sides of the fence, offers advice from the leading advisors in the sector on the essential topics.

APPOINTMENTS

TaxAssist Accountants

JAMES MATTAM, who has been with the accountancy network for over 25 years, has been appointed the company’s new Group Director of Franchising.

Having joined the TaxAssist Group Board in 2016 as Group Business Development Director, his new role ensures continuity of focus on growing and supporting over 420 accountancy offices in the UK, Ireland, Australia, Canada and the U.S.

‘Strength of the franchise model’

Excited to be taking on the new role in the 30th year of the franchise network, Mattam said: “TaxAssist Accountants has grown year on year through recessions, periods of high inflation, movements in interest rates, a pandemic and spikes in unemployment.

“We believe the key reason for the network’s success is the strength of the franchise model, the support teams and the energy and effort the network put into driving their practices forward.

“The franchisor/franchisee relationship is unique, working together for mutual benefit, and the franchised businesses are at the core of everything we do as a Group.

“I look forward to driving further expansion of the network and working with my fellow directors to deliver initiatives that will help and support each and every franchisee to build successful and profitable businesses.”

TaxAssist added that Mattam’s career highlights to date with the company include the roll out of the new TaxAssist Accountants brand, supporting network expansion through retailed accounting practices, driving thousands of new business leads across the UK, and supporting other Group companies and franchised businesses in the UK and overseas. n

48 Spring, 2025 | www.franchiseworld.co.uk

We Love Pets creates new role

WE LOVE PETS has created a brandnew role to support its network of 121 pet care franchisees with the appointment of Kat Turton as the first Franchisee Success Manager.

With a 20-year career in sales and marketing, the franchisor says Turton is highly skilled in the two key areas that franchisees can sometimes find challenging. In the new role, she will work with franchisees to help them achieve sustainable growth and a healthy profit.

Turton has already undertaken a twoweek tour of the UK with Ryan White, Managing Director of We Love Pets, to meet franchisees. Covering 2,200 miles, she has so far met with 49 franchisees.

‘What a real family the company is’

Commenting on her appointment and meeting franchisees, Turton said: “Over the two weeks I got a good sense of what a real family the company is. It was great to see franchisees leaning into their passion for animals and animal welfare and heartening to see how proud they are to represent the brand and the values it stands for.

“Self-employment can be daunting, even with the support of a franchisor; bumps in the road happen for all businesses and my role is to help them navigate situations they may never have been exposed to before. I’m here to make sure that their journey is smooth and successful and to see an increase in their profits.”

White added: “The last couple of weeks have been an integral part of Kat’s introduction to We Love Pets. As she so rightly said, we are a family, and it was important she met as many members of the network as possible, to hear about what’s important to them, their challenges and successes. We are proud to have brought Kat on to the team and can’t wait to see them fly with her help in 2025.” n

ADVICE FOR FRANCHISORS

The great knowledge-sharing revolution has begun

By Penny Hopkinson, Founder, Manual Writers International

O

perations manuals have long been the unsung heroes of franchising.

While they may not always get the spotlight, top-performing franchises know that well-crafted manuals hold the keys to consistency, growth, and profitability. But over the past decade, a remarkable shift has begun.

Manuals are no longer static documents gathering dust. Forward-thinking franchisors are transforming them into vibrant, interactive knowledge-sharing environments.

Why this matters now

By mid-2025, over 30% of the global workforce will be under 30. These digital natives engage with content differently, and if manuals remain heavy with text and light on interaction, many will disengage. The result? A potential 30% drop in return on investment (ROI) simply because operations manuals fail to align with how younger generations learn and communicate.

Leading franchisors are tackling this challenge head-on. The operations manual is evolving into a dynamic, living resource where franchisees and team members contribute, update, and share knowledge in real-time. This shift isn’t just cosmetic – it fundamentally reimagines how knowledge flows through an organisation.

The ‘blank page syndrome’

One of the biggest hurdles franchisors face is starting from scratch. Imagine being tasked with creating a manual for a franchise with no formal

“

Operations manuals are no longer static documents gathering dust. Forward-thinking franchisors are transforming them into vibrant, interactive knowledge-sharing environments.

documentation – where do you begin?

Starting from scratch was the reality for the AA Driving School, which had to build its operations manual from the ground up. For many franchisors, the blank page can feel overwhelming.

The solution lies in collaboration. Rather than attempting to draft the entire manual solo, franchisors can involve franchisees and staff in the creation process. By tapping into the knowledge of those on the front lines, manuals evolve faster and more accurately reflect real-world practices. Collaborative workshops, surveys, and brainstorming sessions can all play a pivotal role in gathering the insights needed to build a comprehensive and practical manual.

Leveraging existing IP

For other established brands, the challenge isn’t starting from scratch but structuring an abundance of intellectual property (IP). Back in 2006, Costa Coffee faced this issue. With decades of accumulated knowledge, the challenge was to organise its IP in a way that was accessible and useful to both international Brand Partners and UK franchisees. As the digital age dawned, they were pioneers, shifting from multiple hard copy volumes to putting their updated volumes on a CD-ROM.

Fast-forward 20 years, franchisors

combine written content with video to create an engaging and digestible format that enhances comprehension and retention. This approach blends traditional text-based instructions with step-by-step videos. ‘How to’ videos are created by team members simply using a smartphone.

Then, by turning content into QR codes placed strategically at the point of need, team members can access content instantly, in any language, in visual or audio form. When franchise teams create their own operations manual, it removes top-down, fosters peer-to-peer engagement, appeals to all learning styles and ensures that crucial knowledge isn’t lost in translation away from the ‘coal face’.

Moreover, it provides a single source of truth, vital for faithful replication across an extensive network.

The rise of the knowledge-sharing platform

The most forward-thinking franchises are shifting from static manuals to an engaging, dynamic knowledge-sharing platform where franchisees actively contribute. A franchise pioneering this approach invites franchisees to submit content that reduces accidents and wastage, improves customer satisfaction, and enhances team retention. ➥

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 appointed a Companion of the BFA in recognition of her outstanding contribution to the development of franchising in the UK.

manualw@aol.com www.linktr.ee/pennyhopkinson

www.franchiseworld.co.uk | Spring, 2025 49

ADVICE FOR FRANCHISORS Incentives offered are £100 vouchers for approved submissions and a £3,000 prize towards a training programme of their choice for the franchise whose team member(s) contribute the best operational improvement at the annual conference. An incentive scheme makes participation competitive and worthwhile.

By empowering franchisees to share insights, the franchisor strengthens engagement and unlocks new efficiencies. This participatory approach fosters community, making knowledgesharing helpful and enjoyable.

Generational shifts in the workforce

Generational differences shape how operations manuals are received. Baby Boomers and Gen X often prefer detailed, text-heavy documentation.

Millennials and Gen Z, on the other hand, favour bite-sized, video-based content. Reinventing the dull, text-heavy operations manual as a knowledgesharing environment resonates with digital natives, who now make up a significant portion of the workforce.

The danger of disengagement

Imagine this scenario. Mary, a 24-yearold manager of a franchised coffee shop, found herself at the centre of a devastating incident – all because she didn’t engage with the franchisee’s outdated, text-heavy operations manual.

The manual for the franchised chain contained critical allergen information buried deep in pages of dry text.

Overwhelmed and under pressure, Mary skimmed the manual but never fully absorbed its contents.

One morning, looking to save costs, she switched to a locally sourced walnut bread at her local bakery –without realising the consequences. The franchisee’s manual had strict policies about allergen control. Still, without clear, accessible guidance – such as a quick video or a visual checklist – she overlooked a crucial step: labelling the bread as containing nuts.

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A regular customer with a severe nut allergy took one bite. Within minutes, he went into anaphylactic shock. Despite emergency intervention, he didn’t survive. The fallout was catastrophic for the customer’s family and friends, Mary and the coffee shop. Mary lost her job, the franchise faced legal action, and the coffee shop was shut down. The brand suffered irreversible damage – all because critical information was locked away in a format that failed to engage.

This demonstrates the true cost of an outdated, disengaging manual.

A simple, strategically placed QR code linking to a short training video captured on a smartphone or an interactive checklist could have prevented this tragedy.

The knowledge-sharing blueprint

This shift toward interactive, collaborative knowledge-sharing environments isn’t accidental. It’s evolutionary – just as the paper-based tome gathering dust gave way to digital versions stored in SharePoint or Dropbox. Today’s manuals are dynamic resources, constantly updated and refined. Rather than being seen as a onetime project, manuals should be treated as living documents that evolve alongside the franchise.

There are three examples of formats that cater for franchises at various stages of growth: 1. Traditional (100% text)

2. Hybrid (80% text, 20% video)

3. Dynamic knowledge-sharing (80% video, 20% text)

They allow for gradual transformation rather than an overnight overhaul. The key is evaluating the franchise’s needs and selecting the format that best aligns with its goals and audience.

Overcoming resistance to change

Despite the benefits, many franchisors hesitate to move away from traditional manuals. Cost, time, and fear of losing control over content are common

Outdated manuals increase the likelihood of mistakes, reduce operational efficiency, and ultimately erode profitability as the franchise struggles to scale.

50 Spring, 2025 | www.franchiseworld.co.uk

concerns. Yet the risks of standing still far outweigh the risks of change.

Outdated manuals increase the likelihood of mistakes, reduce operational efficiency, and ultimately erode profitability as the franchise struggles to scale.

A practical approach is to pilot the new system with a small group of franchisees. Rolling out dynamic content in phases allows for feedback, refinement, and gradual scaling. Open communication and clear demonstrations of benefits help mitigate resistance.

Measuring success

Transforming an operations manual into an engaging knowledge-sharing environment isn’t just about aesthetics – it’s about driving measurable improvements. Franchisors can track key metrics to evaluate effectiveness, such as onboarding time, training costs, wastage, accidents, and error rates. Regular surveys and feedback loops help refine the system.

For example, one franchise reduced onboarding time by 40% by shifting to a video-heavy manual uploaded onto a dynamic knowledge-sharing platform, freeing up resources for strategic initiatives. Tracking engagement levels highlights which sections are most effective and which need refinement.

Return on investment

The ROI of a well-designed knowledgesharing environment is undeniable.

Franchises that invest in interactive, collaborative manuals report faster onboarding, fewer operational errors, and higher franchisee satisfaction.

Engaged franchisees are more likely to stay within the system, reducing churn rate and increasing profitability.

One franchise saved over £50,000 annually in training costs by transitioning to a video-heavy manual.

They reinvested those savings into growth and innovation by reducing inperson training needs and streamlining processes.

The future of operations manuals

The knowledge-sharing revolution is just beginning. As technology advances, operations manuals will evolve,

NEWS

integrating augmented reality (AR), artificial intelligence (AI) driven updates, and real-time analytics. Imagine a franchisee accessing step-by-step instructions through AR glasses or AI suggesting updates based on real-time feedback.

Franchisors who embrace this shift won’t just protect their brands – they’ll create thriving networks where franchisees feel valued, engaged, and equipped for success. The time to join the revolution is now.

In summary

l Operations manuals are evolving into dynamic, interactive knowledge-sharing environments.

l Over 30% of the global workforce will be under 30 by mid-2025, making traditional, text-heavy manuals less effective. l Collaborative creation processes help overcome ‘blank page syndrome’ and improve accuracy.

l Hybrid and video-heavy manuals cater to diverse generational learning preferences. l Knowledge-sharing platforms

empower franchisees and foster a sense of community.

l Measuring success through metrics like onboarding time and error rates ensures continuous improvement.

l The ROI of modern manuals includes cost savings, higher franchisee engagement, and improved brand consistency. l The future of manuals will integrate

technologies like AR and AI for an even more significant impact.

l Franchisors who adapt now will create thriving, future-ready franchise networks. n

We Love Pets inaugural Refresher Training day W

e Love Pets recently hosted a Refresher Training day to aid its franchisees to enhance their business skills and introduce them to the world of AI and how it can help them in their business.

Thea Sparkes, sales and marketing director of We Love Pets, explained the ethos behind the day: “As a franchise that is celebrating its 15th anniversary this year, some of our first franchisees went through their initial training a long time ago and although we support them regularly, the general business landscape has evolved.

“We wanted to bring everyone up to speed on the latest developments, equipping them with tools to stay competitive and continue thriving.

“Our head office team were able to give franchisees some outstanding takeaways

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We wanted to bring everyone up to speed on the latest developments, equipping them with tools to stay competitive and continue thriving.

to implement immediately in their businesses, but the franchisees themselves used this as an opportunity to share best practice supporting their colleagues from across the country, which was heartwarming to see and one of the greatest benefits of being part of a large, supportive franchise network.”

Attendee’s comment

Jake Stock, the franchisee for Pakefield, Suffolk who attended the course said he learnt a lot: “Being in business you must keep abreast of what is changing, so it was really helpful to have a refresher, and I now have a much better understanding of how I can harness AI and Google to help me run my business.”

A second refresher course is planned later this year.

We Love Pets has over 120 franchisees in its network offering a variety of pet care services from small animal care, walking and home boarding of dogs, to caring for horses, chickens and goats. n

www.welovepets.care/franchise

www.franchiseworld.co.uk | Spring, 2025 51

NEWS

ChipsAway franchisees new Car Care Centre List your franchise opportunity

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ist your franchise on the Franchise World website and receive editorial press release priority in the quarterly digital magazine – Google’s #1 ranked UK franchise magazine.

Web Listing for 12-months n

Logo (appears on the home page ‘Featured Franchises’ slider and franchisor's listing)

n Type of business (i.e. fast food) – franchises are searched by business category n

Business description (up to 1,000 words)

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Photos (up to two)

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Video (subject to YouTube hosting)

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Website and email address link for franchisee enquiries – we believe this direct approach best informs prospects with further information on your franchise opportunity Cost – £395 plus VAT If the above is of interest and you would like to receive further information, click the button below and we will email the listing content requirements.

Alternatively, click here to view all the magazine and online franchisee recruitment advertising opportunities.

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This relocation into state-of-the-art premises, just goes to show what is possible with hard work, determination and a great brand behind you.

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hipsAway South Essex franchisees, Richard Arthurton and Dave Donovan, have relocated their business to a brand-new Car Care Centre marking a significant upgrade in their facilities, allowing them to offer even more advanced services to its customers.

The new 5,000 sq. ft. state-of-the-art centre in Wickford has cutting-edge technology, including commercial-sized spray booths that are designed to accommodate vehicles of all sizes.

ChipsAway says the advanced down draft spray booths will allow for even more efficient, high-quality paintwork and body repairs, ensuring that customers continue to receive the flawless finish which it is known for.

The franchisees said the investment in the centre shows their ongoing commitment to providing top-notch repairs, no matter the size or complexity of the job, as well as their dedication to innovation and growth while

Further information

52 Spring, 2025 | www.franchiseworld.co.uk

maintaining the trusted, local, and personal service that customers rely on.

Annabel Hall, ChipsAway’s franchisee support manager, commenting on the expansion by the franchisees said: “Now in their seventh year with us, they’ve always been really proactive members of the network, and this relocation into state-of-the-art premises, just goes to show what is possible with hard work, determination and a great brand behind you.”

ChipsAway adds the new facility will also offer a more streamlined customer experience, with ample parking and a comfortable waiting area, ensuring that all aspects of a customer’s visit are as convenient as possible.

With a network of over 200 franchisees in the UK, ChipsAway operates in the SMART (Small to Medium Area Repair Technology) automotive repair market. n

www.chipsaway.co.uk/franchise

● The 5,000 sq. ft. centre has cutting-edge technology, including commercial-sized

spray booths designed to accommodate vehicles of all sizes.

ADVICE FOR FRANCHISORS

Tips on fine-tuning your online ‘paid ads’ campaign

By Rob MacFarlane, Content Writer, Mayfly Internet Marketing

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here are many options for marketing franchise businesses in today’s digital-focused climate. Whilst print media and exhibitions still have a key role to play – digital marketing channels such as paid ads can help plug the gaps and keep your franchising opportunity top of mind for your audience.

Digital marketing channels now allow franchises to target a fine-tuned range of audience demographics, enabling them to onboard more franchisees and promote their services. This ensures that their ads reach those who have shown interest in them.

Statista data reveals that the advertising revenue of Google generated through the Google Ads platform, amounted to $264.59bn U.S. dollars in 2023.

This type of advertising is incredibly powerful, as it taps into digital platforms and spaces used by millions each day.

What’s more, targeting software enables these paid ads to sort through potential customers based on a variety of parameters, which are set by the ads manager.

What do we mean by ‘paid ads’?

As the name suggests, this marketing model works by businesses paying to have their ads appear in front of their target audiences. You don’t need an established brand reputation or online presence to run paid ads, so they can be used by both small and large businesses alike.

Many paid ads operate on a Pay Per Click (PPC) model, where the advertiser is charged each time someone clicks on the ad.

Paid ads largely work based on an auction system, with different businesses

competing with each other for ad space.

Factors that influence the reach of paid ads include the available budget, the quality of ad content, and user engagement.

Each platform has a different algorithm for determining how ads are chosen, which ones get priority, and when they are shown. For instance, the algorithm for Meta ads (Facebook and Instagram) values fresh content in the ads it chooses to show. On the other hand, creatives running a Google ads campaign can use the same Google Search Ad for years without any algorithmic consequences.

Types of paid ads

Online paid advertising comes in many forms, offering flexibility for marketers to tailor their ad campaigns to fit their audience. This allows for variation in the type of content within the advert and the platform they appear on. l Paid search ads

These ads appear at the top of search engine result pages (SERPs) for relevant query-based searches. Multiple paid search ads can appear for a single search query. l Display ads

Appearing across a range of places

online, including Gmail, apps, web pages, and YouTube, but not displayed on the SERPs. These ads typically get more impressions but lower engagement rates. l Social media ads

Ads shown to users on social media sites like Instagram, Facebook, and TikTok. l YouTube ads

Video ads which roll at either the start, middle, or end of a YouTube video.

Building your ads campaign

A successful ads campaign will be tailored entirely to your business and the audience you are trying to reach.

Therefore, the first step is to consolidate all your knowledge in relation to your franchise niche, business services, target audience, and market conditions. This will form the key information base you need for your ads campaign.

Here, you should also consider your goals. Are you trying to expand your franchise network into a specific region?

Drive traffic to a blog on franchise success? Promoting an open-day event to convert long-term leads? Having clear franchise marketing goals is vital, as it dictates how you measure success in your efforts. ➥

About the author Rob MacFarlane is a Content Writer at Mayfly Internet Marketing. He has worked as a copywriter in both freelance and agency capacities for over four years, having first completed the NCTJ Level 3 diploma for journalistic writing.

He has since expanded his knowledge further into digital marketing and SEO, putting principles into practice and taking a proactive approach to content strategy.

Through his experience, MacFarlane has written for companies across a vast range of industries, from online butchers to manufacturers, bridesmaid dress sellers, and much more in between. His work has included blogs, landing pages, brochures, whitepapers, emails, press releases, and social posts.

rob.macfarlane@may-fly.co.uk www.may-fly.co.uk

www.franchiseworld.co.uk | Spring, 2025 53

Franchise Marketing that works Get seen, get engagement, get ahead.

At Mayfly Internet Marketing, we have experience helping franchisors with proven marketing expertise.

Companies who trust Mayfly:

Whether you need a competitive search engine optimisation strategy, dynamic social media posts, or paid ads that convert; we’re here to help.

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ADVICE FOR FRANCHISORS The next important step is to define target audience demographics and complete keyword research. The former includes characteristics like age and location, while the latter involves using specialist software or audience interests to research highly searched terms within your niche.

You must now do a budget analysis to break down how much you can spend on paid ads per day, over a certain period.

For example, if you’re happy to spend £100 for each qualified franchise lead enquiry this will give you a broader overall budget for the campaign based on how many leads you aim to get.

However, your approach to budget spending will change if your campaign is designed for another purpose such as driving brand awareness.

The final step before creating your paid ads content is to look at your competitor ads. Make adjustments based on their service offerings, keywords, CTAs (call to action), social proof, incentives, numbers, sale discounts, and mentions of key product features. You might also notice elements that are missing from their ads which you can then incorporate into your franchise’s ad to get an edge.

Find people within your niche

A defining characteristic of franchise businesses is that they operate within a narrow niche. They don’t provide broad services such as ‘cleaning’, but rather a specific type of cleaning business such as ‘household cleaning’ or ‘oven cleaning’. This represents a marketing challenge to franchise businesses, as

they typically have a smaller target audience. Leveraging paid ads can be a highly effective solution for niche marketing.

Paid ads can also help with targeting people in a local area, which can be especially useful if you have multiple franchisees working within a large territory. Here, an ads campaign can help market the franchise brand as well as local services. Similarly, if you want to expand into a new territory it could be an idea to run localised ads promoting your franchise opportunity.

Shift focus between customers and franchisees

Franchise marketing can be challenging, as you need to target both customers looking for products and services, as well as potential franchisees seeking business opportunities. The highlytargeted nature of paid ads campaigns helps franchises overcome this challenge.

Oftentimes, a clear way to differentiate your targeting is to simply focus on the specific franchise locations. Where it might take months to appear prominently on Google for a difficult franchise-focused keyword on a national scale, ads are more likely to get your content in front of local audiences quicker.

Retargeting ads

A powerful marketing tactic available to franchises is retargeting ads. These ads identify users who have already visited your website or interacted with your brand on social media, aiming to convert them to customers.

This extra interaction encourages people to revisit your site and complete whatever action they were planning to take, preferably making an enquiry or purchase.

Retargeting is another option that can be effective at bringing in new franchisees.

This is because people will usually take their time researching different franchise opportunities before they decide to invest. Ads that retarget people who have visited the franchise pages of your website can give them the extra push they need to get over the line.

Lookalike audiences

A lookalike audience is a group of people who are more likely to be interested in your franchise because they share characteristics with your existing target audience. Your ad campaign can then leverage lookalike information to target an audience who are more likely to buy a service or invest in a franchise.

Facebook recommends you use a group of at least 1,000-5,000 people as a source when creating your lookalike audience profile, as this will help get better results. That being said, it’s also important to use a quality sample.

For instance, it might be more beneficial to make a lookalike audience using a small number of your best customers rather than every single one of them. The choice will depend on your marketing goals and the nature of your business.

Since the phasing out of Google’s ‘Similar Audiences’ in 2023 and LinkedIn’s ‘Look-a-Like Audiences’ in 2024, this is only an option on Facebook. However, there are still ways to implement similar strategies but this is pretty complex unless undertaken by an expert paid ads account manager.

Sits within your marketing infrastructure

Paid ads can be an effective option for franchise businesses to attract new customers and franchisees. However, they are not a standalone solution.

In a previous issue we spoke about omni-channel marketing and how using multiple platforms allows businesses to create a variety of touchpoints for users, all of which should reflect the values of your business and its offerings.

Running paid ads might be the first interaction your target audience has with your franchise, so it’s essential they provide helpful information while enticing prospects.

Your website must also have the right elements in place to build trust with visitors and support conversions. This is just one reason why you shouldn’t rush into a franchise ads campaign without proper planning. n

www.franchiseworld.co.uk | Spring, 2025 55

NEW TO FRANCHISING?

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

By Nick Riding, Editor, Franchise World magazine

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

Q What is business-format franchising?

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

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

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

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

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

Q What is it going to cost me?

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

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

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

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

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

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

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

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

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

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

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

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

56 Spring, 2025 | 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, 2025 57

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.

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

Monkey Puzzle founders back to ‘take the charge’ M

ark and Rebecca Crosby, the founders of Monkey Puzzle Day Nurseries, have returned to the childcare company after a two year hiatus. They are back into the day-to-day leadership of the business, bringing fresh energy to the brand.

The husband-and-wife team opened their first nursery in 2002 and launched as a franchise in 2005. The company now has over 70 nurseries across the UK and says this next chapter is testament to the founder’s dedication for exceptional childcare settings and commitment to creating a nurturing environment for children, parents and staff alike.

The Crosby’s vision for starting Monkey Puzzle was to create a high-quality childcare business with a personal, family-oriented touch, a warmth that big nursery chains could not offer.

Continuing their ethos of being familyfocused, their son Jude has also joined the company to work alongside them: “This business has always been about family – for us, our team and for the parents and children we serve. To have Jude as part of this next chapter is incredibly special.”

Commenting on returning to Monkey Puzzle, Rebecca said they were too young to retire: “We missed working

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There’s so much room for us to grow, and we’re committed to working closely with our nursery owners to help them reach more families and fill more places.

58 Spring, 2025 | www.franchiseworld.co.uk

with the team and the buzz of leading the business and being part of something that makes a real difference – Monkey Puzzle is in our DNA.

“Everyone has been working extremely hard, so to see all their stellar work is a really proud moment. Coming back was about reigniting that energy and helping Monkey Puzzle reach its full potential.”

Stepping back into leadership of the business, the Crosby’s said their goals are clear and one of their main aims is to improve occupancy rates across the network. Rebecca explains: “There’s so much room for us to grow, and we’re committed to working closely with our nursery owners to help them reach more families and fill more places.

“If we want to increase our occupancy percentage, we will need to recruit in line with that. Attracting and retaining the right people is essential – strong teams are central to delivering the best care and experiences for all the little ones we look after.

“We also want every franchisee to feel supported and part of the Monkey Puzzle family and we’re always looking for ways to evolve and improve what we offer.

“We know the landscape has changed since we started, so it’s a pivotal time for us to take the charge and support our nationwide network to achieve even more success in 2025.” n

www.monkeypuzzlenursery.com

Discover Your Tomorrow Here at the BFA we believe there’s nothing quite like franchising to make business ambitions happen.

We’ve been here for over 40 years supporting and educating franchisors and franchisees at every level of their development, from newcomers to household names, setting the highest ethical standards to make sure everyone is treated fairly.

Franchisors Membership isn’t just a badge, it’s a conscious decision to operate to UK franchising standards and access a wealth of trusted know how for your ongoing development.

Franchisees Franchisee membership is FREE to BFA accredited brands. Access a platform of peer to peer networking, business support and promotional opportunities.

Advisor Become an active in uencer in the delivery of high standards and protection of the industry.

Get in touch today! Visit our website www.thebfa.org, or email mailroom@thebfa.org for more information.

Recognition & Representation

Exposure & Promotion

Community Support

Education & Training

TheNational FranchiseExhibition

3 & 4 October 2025 | NEC, Birmingham

TheBritish&International FranchiseExhibition

30 & 31 January 2026 | Olympia London

E ective f nchisee recruitment.

For more information, contact:

020 8394 5200 | f

Exclusively suppo ed by:

nchise@vmgl.com