Franchise World magazine | Summer 2024

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 Paris Baguette

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

Order Tiger’s

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

Andy Knights

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

BE A NOLTE KÜCHEN

ane r

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

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

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

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

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

Page 20

CONTENTS

Page 22

Immersive Gamebox and Gravity expand franchise partnership

The entertainment gaming company, Immersive Gamebox, launched by the founders of the global obstacle endurance series Tough Mudder, has opened its fourth venue with Gravity in Westfield Stratford City.

9

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

12

Why opening a Paris Baguette franchise is a savvy investment Embrace the opportunity to open your own BoulangeriePatisserie in London, the vibrant epicenter of culture and commerce, renowned for its bustling streets, diverse communities, and eclectic culinary scene.

17

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

Page 15

Page 38

WNGZ announces ambitious expansion plans for the UK

‘A decade at the helm of Stagecoach Performing Arts’

WNGZ, the quick service restaurant chain with four London branches, has outlined its ambition to expand to 100 stores in the next two years.

As Andy Knights celebrates a decade with Stagecoach Performing Arts, he reflects on his tenure, the evolution of the brand, and his plans for the future.

SureCare targets 30 new franchises in its thirtieth anniversary year

Empowered Brands signs master licence agreement with fit+ gyms

7

SureCare’s husband-and-wife team, managing director Gary Farrer and wife Stephanie, who acquired the company 10 years ago have set their sight on 30 new franchises in the company’s thirtieth year.

8

British Franchise Awards announced for 2024

15

Empowered Brands, the UK fitness franchise investor spearheading the growth of énergie Fitness and UBX Boxing & Strength, has announced the signing of a master licence agreement with fit+, a German-based staffless gym concept.

20

The annual BFA HSBC UK British Franchise Awards, now in its 35th year, are considered to be the pinnacle of recognition and achievement in the UK franchise sector, celebrating the achievements of the British Franchise Association (BFA) member franchisors and franchisees.

11

Goheer Ventures has purchased the North East Scotland master franchise for Boss Pizza. The Goheer’s are looking to draw on family history and collective experience to expand Boss Pizza across the region.

22

Uncover new prospects with GoCruise & Travel

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

26

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

Establish a Just Eat-style platform that caters specifically to your area. The Order Tiger innovative digital franchise model will help you create your presence in the lucrative online food ordering sector.

Page 42

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Franchise World magazine Britain’s longest-established franchise magazine, founded in 1978, covers franchising from the perspective of the two parties – franchisees and franchisors, both prospective and existing. © 1978 – 2024 Franchise World Franchise World ISSN 0144-0543 Summer 2024 – No. 241 Readers should seek advice from a qualified accountant and solicitor before parting with money, or entering into financial or contractual commitments. Information in the magazine is provided in the main by franchisors/advisors and readers should not rely upon it without having personally verified it at source. The publisher does not

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

Boss Pizza sells North East Scotland master franchise

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

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

Wapping, following the successful launch of studios at Bankside and Fulham Broadway.

42

Neighbourly UK celebrated record-breaking year at its annual reunion conference

Neighbourly UK hosted its largest-ever annual reunion conference in Birmingham earlier this year, bringing together over 500 franchisees from across the UK.

45

Revive! Trafford is the latest member of the £1m Club

The management franchise for SMART vehicle repairs, reports that it now has four franchise members in its Revive! £1m Club.

46

ADVISORY ARTICLES

The importance and implementation of training across UK franchising

With many traditionally ‘man in a van’ brands now pivoting to ‘management’ franchises and others leaning towards more multi-unit owners, the right training is crucial in keeping everyone up to date and moving forwards together.

Page 26 Ovenu founder reports...

‘30 years on and we’re still going strong’

A week might be a long time in politics, but 30 years in the franchise sector feels like a lifetime and in many respects it is.

Rik Hellewell, founder of Ovenu, reflects on the past 30 years and the challenges ahead.

31

Slim Chickens UK expands into Germany

Slim Chickens, the American-style chicken brand with 51 UK outlets, is expanding into Germany in partnership with the Foodelity Group, which has signed a 20-site development plan.

38

Club Pilates announces its third UK studio in London

Club Pilates will open its third studio later this summer in London at

By Pip Wilkins, chief executive, BFA.

23

How to write a winning award entry

Award programmes aren’t just for recognition of your hard work and achievements; an award win is a powerful tool for boosting your brand’s credibility and gaining market exposure.

The catch is that writing a winning entry takes time, skill and lots of practice.

By Lucy Archer, co-founder, Rev PR.

47

Establishing customer loyalty as the foundation of franchise success

We Love Pets awarded Ethical Accreditation in The Good Shopping Guide

We love Pets are awarded ethical status by the guide and is commended for its rigorous animal welfare standards, such as its ‘No Pack Walking’ policy, and its commitment to minimising its environmental impact.

57

Vodafone Business IT Hub offers the chance to run your own IT franchise

Each Vodafone Business IT Hub will have a local territory in which it will offer an outsourced one-stop-shop for IT and communications managed services.

Support on offer will include help with hardware and applications, alongside connectivity and security.

65

Managing expectations when buying or selling a franchise resale

Understanding the timeline, engaging professional help, conducting thorough due diligence, and maintaining clear communication with all parties is crucial when buying or selling a resale.

By Emma Bohan, operations manager, Franchise Resales

53

Perfecting your preparation: the importance of staying ahead of the curve to ensure you are compliant

Successful franchises do more than just keep up with industry trends; they anticipate them and position the franchise network to be at the forefront of innovation. But what role do franchisees play in keeping their own franchise ahead of the curve to ensure they are compliant within their own business?

By Jess McCarthy, senior early years quality manager, Monkey Puzzle

58

Knowledge-sharing environment as opposed to the operations manual

In today’s highly competitive business landscape, the relationship between a brand and its customers has never been more critical. For franchisees, this relationship is the linchpin of success – serving as both the foundation and the driving force behind sustained business growth.

Advocating the reinvention of the traditional operations manual as a knowledge-sharing environment to unlock the full potential of the franchise network for long-term success.

By Cheryl Harper, managing director, Greensleeves Lawn Care

By Penny Hopkinson, founder, Manual Writers International

50

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

FITNESS FRANCHISE

Snap Fitness opens its largest UK gym S

nap Fitness, the global fitness franchise, has launched the brand’s largest UK site in Fareham, Hampshire with franchisee Zabir Ali. The Fareham gym (pictured) will be the first for franchisee Ali who brings a wealth of franchising experience with him, having spent over 12 years operating multiple Boots Opticians franchise locations.

The new 13,000 sq. ft. site spanning two floors, includes state-of-the-art equipment and new technology which will reflect the future direction of the company’s consumer offering, comments Snap Fitness.

Ali says it’s a real honour to have launched the UK’s largest Snap Fitness site: “To have the opportunity to launch a site with an enhanced offering was one of the main reasons I joined Snap Fitness – this is a brand that is truly innovative and responds to the changing landscape of fitness in the UK.”

“

I had looked into starting an independent gym, but I thought I would stick to what I know and go with franchising. – Zabir Ali

“Snap Fitness stood out to me right away; the ethos really aligned with my own. I felt welcome right off the bat, and there was a great energy around the brand.”

‘For the feeling’ culture

Snap Fitness said that as the largest Boots Opticians franchisee in the UK with seven locations, Ali wanted to embark on a fresh challenge, one that could have a lasting positive impact on the community.

Snap Fitness Fareham offers new personal training pods equipped with Myzone technology – a platform for tracking workouts by displaying realtime fitness statistics. In addition to a dedicated cycling studio, which is part of a new group fitness training initiative, club members can experience the same inclusive ‘for the feeling’ culture with a modern look and feel throughout the sizeable gym floor.

Ali continued: “I’ve always tried to fit going to the gym into my busy lifestyle, so I recognise the immense benefits it can have to your physical and mental wellbeing. I’d looked into starting an independent gym, but I thought I’d stick to what I know and go with franchising.

Finding the right site for this development was crucial for Ali: “We needed to wait for the right site to become available. One thing I’ve taken from my other franchises is that location is paramount. I’ve been lucky to work with the exceptional team at Snap

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

Fitness, and I’m thrilled with the property sourced in Fareham.”

Kevin Yates, chief executive of Snap Fitness said that the addition of Ali to the network is a real statement of intent for the brand: “Zabir brings a wealth of knowledge and will be a key player in our network’s evolution – we’re excited to welcome him to the Snap Fitness family. As a brand, we are committed to making our gyms a welcoming environment for all. Fareham is the first step in enhancing what we offer for our members.

“Our upcoming strategy is data-driven, focusing on locations where we can deliver the most value and make a significant impact on community health and wellbeing, without compromising on the importance of our values. I’m excited to bolster the ongoing and unparalleled growth of the brand.” n

www.snapfitness.com

FOOD FRANCHISE

WNGZ announces ambitious expansion plans for the UK W

NGZ, the quick service restaurant (QSR) chain specialising in chicken wings, has outlined its ambition to expand to 100 stores in the next two years across the nation.

Established in the UK in late 2021, WNGZ currently has four London outlets in Camden, Clapton, Mile End and Poplar, with each new branch becoming a go-to destination for locals.

The brand’s co-founders Arif Ahmed and Zahirul Islam say they spotted a gap in the market for local Halal and Americanstyle grilled and fried chicken wings. So they set about fulfilling the demands of wing lovers and catering to a wide selection of customers, with their house sauces being the hero.

Ahmed, WNGZ’s operations director, brings his extensive real estate experience to the brand, ensuring outlets are situated in prime locations with plenty of local foodies looking to try something new.

Islam is the company’s finance and legal director and has over 20 years of experience in the food sector. His focus will be to drive profitability and sustainable growth of the brand.

● From left: Zahirul Islam and Arif Ahmed.

certified Halal to offering vegetarian and vegan options.

The co-founders are aiming to build on the success of the London locations to propel WNGZ towards becoming one of the most popular chicken-based QSR brands in the UK.

‘On the menu’ Each WNGZ restaurant brings its own identity with a classic American-style décor with open kitchens preparing customer orders. Its wings come in portion sizes of six, eight, 12 and 24, and are accompanied by one of WNGZ eight signature sauces.

The restaurant menu also offers burgers, loaded fries and shakes, and caters to all dietary requirements, from being

A spokesperson from WNGZ said: “With our proven track record of success in the London food scene we felt it was time to expand the brand even further and make WNGZ the game-changing brand in the UK QSR market.

“The London food scene can be a hard one to break into, so it was key to have success there before we took the brand elsewhere. We can’t wait to show the rest of the UK what has made WNGZ such a popular food destination.” n

www.WNGZ.co.uk

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

CARE FRANCHISE

SureCare targets 30 new franchises in its thirtieth anniversary year S

ureCare, the provider of personal care and support at home, has set its sights on adding 30 new franchises as it celebrates its 30th anniversary.

Gary said: “The original founders were a family business just like ourselves and we have the same purpose to provide our clients with the best possible care.

The company was originally founded in 1994 to provide care for the elderly in the Chester area. The current owners, managing director Gary Farrer (below) and his wife Stephanie, acquired the business 10 years ago from the founders John and Gill Ford. In 2016 Josh Farrer (right), son of the current owners, joined as franchise recruitment manager.

“For SureCare today that means offering a complete range of services for life’s journey, whether that is working parents who need childcare, an elderly person needing companionship or someone requiring our full domiciliary care service.

During Gary’s ownership, SureCare has expanded from a domiciliary care provider to a provider now offering a complete range of home care services, such as shopping calls for clients.

Today the company still has its head office in Chester but now with a network of franchises across the UK. In the last six months, it has opened its first two branches in Scotland, serving communities in Glasgow and Ayrshire.

“We’re also now providing clients with their cleaning and handyman requirements and even looking after their pets! The breadth of services we offer makes us truly unique.

“Some of our franchisees have been in business for over 25 years which is amazing. Having the right franchise

“

Our success would not have been possible without the support of a fantastic head office team, the passion and dedication of our franchisees and their teams, who are committed to providing personcentred care of the highest possible quality. model is so important in enabling franchisees to have this kind of longevity.

“Our success would not have been possible without the support of a fantastic head office team, the passion and dedication of our franchisees and their teams, who are committed to providing person-centred care of the highest possible quality.

“There are still many parts of the UK that do not have a SureCare franchise including Wales and Northern Ireland, but we expect this to change in the near future. We are targeting 30 new franchises and see no reason why we can’t become a 150-franchise company in the next two years.”

Founder John Ford commented: “Gill and I are delighted that the SureCare brand is still going strong after 30 years and that Gary, Josh and the rest of the team remain as passionate about the importance of delivering person-centred care as we did when we launched the business in 1994.” n

“

The original founders were a family business just like ourselves and we have the same purpose to provide our clients with the best possible care.

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

www.surecarefranchise.co.uk

NEWS

Immersive Gamebox and Gravity expand partnership T

“

he immersive entertainment gaming company, Immersive Gamebox, has launched its fourth franchise venue with experiential leisure group Gravity. This brings Immersive Gamebox’s total global footprint to 30 venues – with five in the Greater London area.

Every day we’re seeing more people around the world experiencing our unique concept. This spurs us on to keep creating new game experiences and collaborate with exciting partners to launch new venues and concepts.

Based in Gravity’s new Westfield Stratford City site, Gravity MAX, the Immersive Gamebox has four individual ‘gameboxes’, enabling up to 24 players to play at the same time.

In launching this latest venture with Gravity, Immersive Gamebox hopes to capture a diverse range of bookings from friends and couples, to families and corporate bookings.

Immersive Gamebox says its three existing sites with Gravity in Liverpool, Yorkshire and Wandsworth in South London attract on average 1,000 visitors every week.

Harvey Jenkinson, chief executive of Gravity, comments: “Immersive Gamebox has proven to be a popular concept for visitors in all of our partnership venues. We know that it’s a hit with families, couples, friends and more, and have big ambitions for this new launch in Gravity MAX in Westfield Stratford.”

Co-founded in 2018 by Will Dean, founder of the global obstacle endurance series Tough Mudder and David Spindler its former vice-president of strategy and development, Immersive Gamebox was launched in the belief that technology

should enable families and friends to live in the present, rather than getting lost in unhealthy escapism like virtual reality, the metaverse or social media.

It’s group entertainment of shared experiences combines projection mapping, sensors, touch screens and surround sound within a 12ft x12ft interactive ‘gamebox’, in which groups of 2-6 players play 30-60 minute interactive and physical gameplay.

Dean comments: “Every day we’re seeing more and more people around the world experiencing the unique concept of Immersive Gamebox. This spurs us on to keep creating new game experiences and collaborate with exciting partners to launch new venues and concepts.

“We’re excited to launch this new venue in time for the summer rush and look

forward to offering visitors to Westfield Stratford a new, exciting entertainment experience.”

‘Bringing well-loved shows and films to life’ Immersive Gamebox says its digital and augmented reality games are designed by its in-house studio in collaboration with creators at the likes of Netflix, Colombia Pictures and Paramount – bringing wellloved shows and films, such as Ghostbusters, PAW Patrol, Shaun the Sheep and Squid Games to life through games designed to build connection and collaboration and combat the global loneliness epidemic.

The company adds that it has reached over one million gamers in 30 cities across the U.S., UK, Germany and the United Arab Emirates, with over 300,000 minutes of Immersive Gamebox played every week. n

www.immersivegamebox.com

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

Reach your goals.

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

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

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

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

AC59112 ©HSBC Group 2022. All Rights Reserved.

NEWS

British Franchise Awards announced for 2024 T

he annual BFA HSBC UK British Franchise Awards, now in its 35th year, are considered to be the pinnacle of recognition and achievement in the UK franchise sector, celebrating the achievements of the British Franchise Association (BFA) member franchisors and franchisees.

The judges for this year’s awards are: ● Pip Wilkins (Chair of Judges),

chief executive of the BFA

● Gillian Morris, UK head of franchise,

commercial banking, HSBC UK

● Natalia Shvarts, partner at Excello

Law

● Adam Lovelock, director of Coconut

Marketing

● Alan Wilkinson, head of franchise

development at The Franchising Centre

● Roz Goldstein, partner at PartnerWise

Franchise

Commenting on the awards, Wilkins said: “Just five months after we announced the 2023 winners (pictured above), the BFA team are back with the 2024 awards. We have two new awards this year, ‘Business Builder’ and ‘International Expansion’. Both are looking at businesses that have grown successfully, but in very different ways.”

Franchisor Award categories ● Franchisor of the Year

Established Expanding ● Emerging ● Lifestyle ● Leadership and Culture ● Brand Awareness ● ●

● International Expansion

Recognising the role of the judges, Wilkins said: “My thanks, as always, go to the judges who have agreed to give up an enormous amount of their working time to judge the entries we receive.

Each brings with them their own valuable area of expertise, to this highly experienced judging panel.

● Trailblazer

Franchisee Award categories ● Lifestyle

● Next Generation

● Community Focus ● Business Builder

● HSBC Best in Class

Multi-unit: single brand ● Multi-unit: multi-brand ● Trailblazer ● Franchisee of the Year – People’s Choice ●

Wilkins continues: “Franchise resales are a growth area for franchising and when you see the results, it’s not hard to understand why. When you invest in a franchise territory that is already operational, you hit the ground running with a very big head start, meaning the entrepreneur can achieve impressive growth results within a short space of time. The ‘Business Builder’ category will give us the chance to shine a light on people investing in resale territories and making a huge successes of them.

“The ‘International Expansion’ award for franchisors is going to make for fascinating reading too as we examine the international success of some of the larger franchise brands. Many franchisors who have built firm foundations with their UK operations are now looking to expand abroad.

“The ‘Brand Britain’ is still a valuable commodity in the export market and our franchise brands are taking advantage of this like never before. We are looking forward to hearing about their journey’s to international franchise success.”

“In a change for 2024 we are leaving the London-based studio behind and renting out a multi-million pound ‘location’ house in the Midlands for our filming week, which we hope will not only add to the fun for our finalists but also give us some great footage for our Best in Franchising campaign that will come out before the awards.”

Sponsor’s comments Gillian Morris (below) added: “In the 35 years we have been sponsoring the British Franchise Awards the entries have never failed to impress. Every year we read stories of good strategy, great planning and, sometimes, enormous bravery.

“People in the franchising world are invariably totally committed and their passion for their businesses shines through. I know we’re all looking forward to reading this year’s entries, hearing how they are supporting their brand, their franchisees, their local communities, and the franchising sector as a whole.” n

www.thebfa.org www.business.hsbc.uk/hsbc-franchising

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

RETAIL FRANCHISE

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

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

The firm has been making homeenhancing, tailor-made kitchens of the highest quality since 1958 – all overseen by the Nolte family.

This means Nolte Kitchens franchise partners will be supported by generations of knowledge, craft and innovation to make their franchise a success, as well as being able to promise customers the most German of traits – effectiveness, reliability and efficiency.

In fact, Nolte’s ‘Made in Germany’ quality promise is part and parcel of its worldwide success.

Nolte kitchens are made to order and shipped from Germany pre-assembled, saving on installation time, and the brand’s breadth of portfolio allows for complete flexibility, from contemporary handle-less to more traditional, classic shaker style.

Every kitchen ingredient covered Customers can choose from three class-leading, high-quality collections: Express, Nolte, or the luxury range, Nolteneo. For projects requiring a co-ordinated aesthetic, Nolte offers a range of living and utility furniture.

Creating stunning kitchens is a team effort, and Nolte works with select and highly regarded suppliers that they can trust to make sure every project goes to plan. These include leading brands such as Miele, Caesar Stone, Quooker and Bora, and many more. So, from worktops to appliances, sinks to final fittings, whatever your kitchen budget or desired design, they have every kitchen ingredient covered.

The leading manufacturer of fitted kitchens prides itself on creating kitchens tailored specifically to each customer’s lifestyle, with several extra special features.

With beauty in every hidden detail,

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

Advertorial

F

Nolte’s kitchen fronts are the same colour inside and out, and the Matrix900 provides 20 per cent more storage space over the standard 75cm carcase height.

Various planning depths for worktops are available too. The 75cm drawer pull-out not only means more space for working on and storing items, but also 32 per cent more storage space in the cabinets beneath.

Nolte franchise partners will benefit from a business model that generates cash flow quickly, a high gross margin on products (and a high turnover per showroom square metre), even potentially matching Nolte’s top showrooms that turn over more than £1m a year after two years.

Partners can look forward to a realistic three-year turnover of £500k-£2m, with typical first-year running costs of £100k-£125k, and holding little in the way of stock means cash flow is freed up. Very little infrastructure is required, as franchisees will use Nolte’s logistics and warehousing, plus only a few employees are needed per showroom.

An engaging retail space The Nolte team will help franchisees create an engaging retail space that encourages interest, earns customer trust, and sells the dream of owning a breathtaking kitchen. The brand uses tried-and-tested layouts to make things easy when setting up a showroom but can also be very flexible to accommodate any bespoke requirements or suggestions.

Dedicated teams will help partners find the perfect location, support with the design, build and fit-out of partners’ showrooms and provide support for managing showroom openings and ongoing fit-outs.

Upon completion of a franchise contract agreement, new partners will embark on a three-week training programme which is split into two modules.

“

We anticipate attracting existing single or multi-unit franchise owners or entrepreneurs who will be able to build an organisation and commit to our showroom development plan, with growth mindsets to match our own.

Module one, a one-week course, will encompass brand and value, franchise partnership, Nolte systems and more while module two, a two-week course, covers topics such as product knowledge, sales, retail excellence and after-sales service. E-learning in between modules will look at areas such as leadership, materials and designers.

Continued support Partners can expect a high level of continued support from Nolte’s retail teams and designated operations team once up and running; a dedicated order processing team in Germany will be assigned to each account to check and ensure accuracy, and Nolte will provide account management support with third-party suppliers.

Partners will have access to all Nolte Kitchens design, operational and CRM

For a small monthly fee, franchisees will benefit from a central marketing function. Nolte uses a host of marketing tools to promote the brand, including digital marketing, print advertising, visual merchandising, and national exhibitions to make the brand a household name.

Brand heritage The Nolte Küchen brand has been going strong since 1958, and the business plans to make it even stronger in the UK. Franchise partners will play a key role in this success – and enjoy the benefits from it.

The regional retail team will conduct frequent showroom visits and business reviews, in addition to sharing access to all operational tools such as operations manuals, processes and showroom health and safety.

Finance and HR advice are also available, covering payroll systems, production of monthly management accounts, ongoing support in recruiting the best candidates, building and maintaining strong employee relations, and improving employee performance.

systems and software, plus ongoing IT helpdesk assistance.

With ambitions of being the UK’s biggest and most respected name in the premium kitchen market, after being named Germany’s favourite kitchen brand for five years running, the introduction of Nolte Kitchens’ franchise proposition is set to significantly accelerate the brand’s growth and geographical reach.

The firm will be focusing particularly on finding partners in Leicester, Newcastle and the North East, Leicestershire, Berkshire, Oxfordshire, London and South Wales. Meanwhile, Nolte Kitchens will also be opening many more of its own showrooms over the coming few years. ➥

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

NEWS

‘Shining example of how to do franchising well’

Proud to be a climate-neutral company, Nolte makes nearly 900 kitchens every day and exports to over 60 countries.

Neutralising its effect on the planet is vitally important to the firm – more than 99 per cent of the wood it uses comes from certified sources, it offsets CO2 emissions by supporting a project in Uruguay where a forest now grows where cattle used to graze, and like its kitchens, its company lighting comes from sustainable LEDs. On average, its particle boards have 50 per cent recycled material, and Nolte Kitchens keeps a close eye on its 300 suppliers to ensure they’re playing fair with the planet too. For customers, this means owning a kitchen that hasn’t harmed the planet, so they can cook with a clear conscience.

Liz Hall, Head of Sales at Nolte Kitchens UK comments: “We have ambitious growth plans in place that will see us expand from the current 15 showrooms we own and operate in the UK – without compromising our dedication to kitchens that work like a charm, look like a dream and feel like home.”

Liz added, “We anticipate attracting existing single or multi-unit franchise owners or entrepreneurs who will be able to build an organisation and commit to our showroom development plan, with growth mindsets to match our own.

K

risty Roff (left) and Suzanne Evett of Get Ahead South, are celebrating five successful years as franchisees. Friends for over 16 years, the pair joined Get Ahead in 2019 to work flexibly around their families and gain a better work-life balance.

Following a successful start the pair had to navigate the challenges of Covid-19 and homeschooling. But as restrictions eased they seized the opportunity to accelerate business growth by expanding in Surrey to create a new Get Ahead South ‘superhub’ and winning the Great British Franchisee Awards 2023.

Commenting on the milestone, Kristy said: “Becoming partners with Get Ahead was a great decision for us, and we would wholeheartedly recommend it.

Suzanne and I are living proof that going into business with a friend can be rewarding and highly successful.

“Nolte Kitchens franchise partners will ideally have sales and business management skills, be willing to lead, delegate and motivate, and have retail experience.” n

“We are both mums juggling work and family life. But we boldly decided to put life in our own hands by starting our own business. It was a scary step, but we wouldn’t change a thing. There have been tough times for both the business and us personally, but it has all been part of the journey.”

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

Rebecca Newenham, founder of Get Ahead, said: “I am so proud of all that

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

“

As both mums juggling work and family life, we decided to put life in our own hands by starting our own business. It was a scary step, but we wouldn’t change a thing.

Kristy and Suzanne have achieved in the last five years. They are a shining example of how to do franchising well.

“They have grown their own territory and expanded into new territories to accelerate the development of their business. They launched a new monthly networking event, Get Connected, which proved to be so successful that it has now spread to seven cities across the South East.

“Kirsty and Suzanne have supported their local business community and played a vital role in supporting the franchise network, mentoring new franchisees and transforming our internal processes. They have so much to reflect on and celebrate. I look forward to continuing to support them in the coming years. I’m sure great things are ahead for this brilliant partnership.”

Get Ahead offers a range of nationwide marketing and business support services to small and medium-sized business across the UK. n

www.getaheadva.com

NEWS

‘A decade at the helm of Stagecoach Performing Arts’

S

ince joining Stagecoach Performing Arts in 2014, chief executive Andy Knights (below) has guided the brand’s school on a journey of growth, innovation and impact.

Drawing from a background in regional management for prominent UK retailers and extensive experience in management consultancy, he has infused Stagecoach with his expertise since day one.

As he celebrates a decade on, he takes a moment to reflect on his tenure, the evolution witnessed within the performing arts school and his plans for the brand’s future.

“It’s hard to believe that I’m marking a decade with Stagecoach already.

It’s been an extraordinary journey of growth and innovation and I feel deeply honoured to have been at the head of it. From my early days as director back in 2016 to my current role as chief executive of Trafalgar Education, our parent company, I’ve had the privilege of witnessing Stagecoach’s transformation into a global leader in performing arts education.

encompasses our philosophy, ethos and operational processes across the performing arts.

today, with 60,000 weekly students worldwide across eight countries.

It fosters a culture where everyone feels welcomed, respected, celebrated, and heard, creating a sense of belonging within our global family. I firmly believe these values remain fundamental to Stagecoach’s status as one of the most renowned and established children’s performing arts franchises globally.

‘From just three schools in rented rooms in Surrey’ Providing a platform for passionate, talented individuals to pursue their dreams, and witnessing the growth of each franchise in our network has been so rewarding. It’s truly remarkable to think that Stagecoach began over 35 years ago with just three schools in rented rooms in Surrey, and has since evolved into the global franchise it is

As for the future, we hope to continue expanding Stagecoach’s global reach, promote innovation in performing arts education and empower even more passionate individuals to discover their talents and pursue their dreams.

Our ambition, which has not altered in 35 years, is to ensure our franchisees are equipped with the resources they need to run a business that suits their needs and those of their students.

Seeing children’s lives change as their confidence and self-esteem grow is the driving force behind everything we do.

By continuing to uphold this mission, I hope to lead our continued growth in the UK and around the world.” n

www.stagecoachfranchise.com

Our shared values, behaviours and practices have been the bedrock of our success throughout my tenure and were what initially drew me to the brand in 2014. Since joining the franchise, we’ve introduced ‘The Stagecoach Way’, which

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

CLEANING FRANCHISE

My Window Cleaner adds six franchisees to its growing network I

n the last two months, six new franchisees have joined exterior property cleaning specialists, My Window Cleaner (MWC). Launching territories from Essex to South Wales, MWC says the ambitious half-dozen bring a raft of passion, skill and experience with them to its awardwinning network.

Like many franchisees, these entrepreneurs were looking for a business in which they would feel supported and able to be part of something bigger than themselves.

Having all been self-employed, in one form or another, they understood the value in having a collaborative network, and a motivated franchisor behind them, adds MWC.

James Cook, the franchisee for Caerphilly, Wales, says: “The story behind the business and the strong growth was incredibly appealing but it was the constant thread of support with a family feel that really drew me in. It’s the whole package.”

MWC prides itself on being a modern and dynamic business with traditional values of customer service, quality and care. AI-fuelled and data-driven, the brand says it offers franchisees impressive systems and unheard of

levels of automation as well as insights into their business, customers and market data.

Victoria Phelps of MWC Maldon & Witham, Essex, added: “MWC is a modern, sophisticated franchise – it’s a high-demand service, extremely well run with the scope to become a multi-van, multi-territory operation.

It’s exactly what my husband and I were looking for and we’re so excited to be part of the network.”

Equally enthusiastic, one new recruit, Ashley Stevens of MWC Kingswinford, West Midlands, is no stranger to franchising having been a former Snap-on Tools franchisee. Stevens reports that he has already smashed MWC records for the most successful launch in the history of the network.

Stevens said his long-term plan is to be multi-territory: “I was a franchisee a number of years ago and made a success of that, so I’m no stranger to hard work.

This time round, I wanted something that would give me a great life, with time for my kids, and a great lifestyle. I did

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

“

The story behind the business and the strong growth was incredibly appealing but it was the constant thread of support with a family feel that really drew me in. It’s the whole package. wonder if I was trying to ‘have it all’ but as it turns out, you can, with MWC.”

‘5-Star’ franchisee satisfaction Founded in 1996, MWC says it identified and leveraged a gap in the market and today, the brand is firmly established as a highly profitable, award-winning, multi-van franchise opportunity. And adds that its franchisees agree, as in December last year in the WorkBuzz Franchisee Satisfaction Survey, it rated the franchise as ‘5-Star’ for two years in a row.

In addition to window cleaning, MWC’s services include gutter cleaning and jet washing of hard surfaces such as driveways, patios and exterior walls to fencing and garden furniture. n

www.mywindowcleanerfranchise.co.uk

FOOD FRANCHISE

Indulge in success: Why opening a Paris Baguette franchise in London is a savvy investment E

mbrace the opportunity to open your own Boulangerie-Patisserie in London, the vibrant epicenter of culture and commerce, renowned for its bustling

streets, diverse communities, and eclectic culinary scene.

Amidst this dynamic landscape, there

lies an extraordinary opportunity for aspiring entrepreneurs: opening a Paris Baguette franchise. With proprietary recipes, an impressive lineup of food ➥

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

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

PARIS BAGUETTE NEIGHBOURHOOD BAKERY & CAFÉ

No.1

Bakery Franchise

By Entrepreneur Magazine’s 2023 Franchise 500

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

info@parisbaguette.uk

parisbaguetteuk

FOOD FRANCHISE

and desserts people love, a proven training model, and a record of global success, Paris Baguette beckons franchisees a compelling and rewarding business to be part of.

A recipe for success: The Paris Baguette advantage What sets Paris Baguette apart from other franchise opportunities? It’s the winning combination of tradition, innovation, and unwavering support for franchisees.

Baguette delivers on both fronts.

With a diverse menu featuring artisanal bread, exquisite pastries, and gourmet sandwiches, Paris Baguette caters to the discerning tastes of Londoners while staying true to its French-inspired roots.

Paris Baguette’s proven business model, coupled with its comprehensive training programmes and robust franchise support system, empowers franchisees to thrive in the competitive culinary landscape of London. From site selection to marketing strategies, Paris Baguette provides the tools and resources necessary for success.

Catering to modern tastes In an era where consumers crave authenticity and convenience, Paris

Moreover, the brand’s emphasis on community engagement and sustainability resonates with the values of modern consumers, making it a compelling choice for franchisees looking to make a positive impact.

Seize the opportunity: Join the Paris Baguette family For entrepreneurs with a passion for food and a drive for success, opening a Paris Baguette franchise in London is a tantalizing prospect.

With the support of Paris Baguette’s seasoned team of franchising experts, including industry veterans like Tony Newnham, managing director of BPW Consultancy Ltd., and the well-known international franchise expert, Dr Mark Abell, franchisees can embark on their entrepreneurial journey with confidence.

Whether it’s creating memorable dining experiences or contributing to the local community, Paris Baguette offers franchisees the chance to indulge in the sweet taste of success in the heart of London. n

info@parisbaguette.uk www.parisbaguette.uk

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

Advertorial

“

In an era where consumers crave authenticity and convenience, Paris Baguette delivers on both fronts with a diverse menu featuring artisanal bread, exquisite pastries, and gourmet sandwiches.

FITNESS FRANCHISE

Empowered Brands signs master licence agreement with fit+ gyms E

mpowered Brands, the UK fitness franchise investor spearheading the growth of énergie Fitness and UBX Boxing & Strength, has announced the signing of a master licence agreement with fit+, a German-based staffless gym concept, projecting 2024 turnover of €30m with 87,000 members and 250 locations across Europe.

The deal will see the fitness franchise investor Empowered Brands, roll out fit+ gyms through a traditional franchise model across the UK & Ireland, and has already identified over 200 potential locations.

The fit+ gyms concept was co-founded

by German fitness club operators and entrepreneurs, Torsten Boorberg and Björn Krämer, following staffing challenges they faced in the industry.

The staffless gym model has seen

“

exponential growth of 200% in just three years, says fit+ with the expectation that this figure will rise to 300% with 320 gyms targeted worldwide by the end of this year.

The franchise model targets smaller territories than traditional gyms, namely smaller towns, suburban and even rural areas with a target population of 6,000 – 15,000 people.

Empowered Brands aims to make fitness even more accessible and convenient for more people across the UK and Ireland through the fit+ ultra-convenient model that often includes 24-hour access.

Mark Pinner, chief executive of Empowered Brands, explains: “Convenience is a driving force in the industry now more than ever before, with gym goers looking for a well-

Convenience is a driving force in the industry now more than ever before, with gym goers looking for a well-equipped fitness club in the immediate vicinity of where they live, and fit+ will provide exactly that and more.

20 Summer, 2024 | www.franchiseworld.co.uk

equipped fitness club in the immediate vicinity of where they live, and fit+ will provide exactly that and more.”

“It’s game-changing for the industry as it’s a concept that’s able to reach underserved communities easily, where perhaps they don’t currently have a convenient fitness facility, or where they do, but it has restricted hours etc. “fit+ gyms will provide a range of strength, resistance, and free weights equipment, and QR codes feature on each piece of equipment to guide users on how they work. We’re really excited to roll the concept out, providing everything that people need for a complete training programme.”

‘An obvious choice to partner with’ Boorberg says Empowered Brands were an obvious choice to partner with given their extensive experience in the sector, and their passion to bring the direct positive benefits fit+ gyms can have to people across local communities.

“It’s an incredible prospect for

franchisees – our gyms are operated entirely digitally, managed with just a few hours work per week. It keeps the gym’s operating costs to a minimum and provides an amazing level of freedom and flexibility for the business owner,” enthuses Boorberg.

As a tech driven model, fit+ explains that its gyms are fully automated, from how members sign-up and enter the gym, to membership management and admin which is all processed internally.

From minimising overheads and running costs, this also frees up time, energy and resources for franchisees. fit+ highlights that the level of franchise investment, starting at £25,000, is also considerably more accessible for entrepreneurs than other fitness brands.

“

Our gyms are fully automated, from how members sign-up and enter the gym, to membership management and admin which is all processed internally. territory for their fit+ gym, and will provide broader access and support across training, marketing campaigns, funding, systems, technology, operations and infrastructure.”

fitness and wellness franchise brands, further solidifying our franchise royalty platform. This new offering complements our existing franchise propositions, which includes large format gyms and HIIT studios to now focusing on convenience and accessibility.”

To date, fit+ has launched in 10 countries in six years and plans to expand its reach further to 28 countries across Europe, Africa and Asia with 1,000 gyms targeting €100m turnover worldwide.

‘End-to-end service to franchisees’

Pietro Nicholls, chairman of Empowered Brands and portfolio manager at RM Funds, the alternative investment management firm backing Empowered Brands, comments: “fit+ will help more people to own their own gym through franchising as one of the most affordable and convenient options to get into business with a gym franchise.

Pinner of Empowered Brands explains the ease of scalability of the fit+ model and the level of support it will give is a key selling-point for franchisees: “We provide an end-to-end service to franchisees – it’s something that’s helping us achieve great success across both énergie Fitness and UBX Boxing & Strength as we roll out those concepts across the UK and Ireland.

“The addition of the fit+ franchise enhances our expanding portfolio of

“We will provide demographic analysis to help franchisees establish a suitable

Pinner commenting on new locations for its énergie Fitness and UBX Boxing & Strength brands, said: “We’ve an exciting pipeline of new openings to come and we anticipate appeal for fit+ franchisees being just as strong, with interest already being shown among existing franchisees in our network.

“It’s an exciting time for the business as we look to continue to transform the UK and Ireland’s fitness landscape, both in terms of the opportunities we are able to provide for consumers, and for potential franchisees.” n

www.franchise.fitplus-club.co.uk

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

FOOD FRANCHISE

Boss Pizza sells North East Scotland master franchise G

oheer Ventures has purchased the North East Scotland master franchise for the Hamilton-based takeaway chain, Boss Pizza.

the renowned Shalimar, whose Gibson Street restaurant, helped pioneer the dining scene in Glasgow during the 1960s and 70s.

Imran, Bilal, Kamran and Aman Goheer, the quartet behind Goheer Ventures, said they have family history in the restaurant sector and are the descendants behind

The Goheer’s are looking to draw on this family history and their collective experience to expand Boss Pizza across North East Scotland.

Founded in 2020, Boss Pizza said it has grown into a successful independent pizza chain with a steadfast commitment to quality ingredients and flavours, and aims to go head to head with the established takeaway brands.

‘Larger and more affordable’ Boss Pizza adds that it was established in response to a market demand for fresh dough pizzas and offers pizzas crafted 40 per cent larger and 50 per cent more affordable than those offered by other outlets.

Regarding expansion plans, Imran said: “We’re very excited about the future of Boss Pizza as we look to bring their fresh style of pizza across the country.

“

Goheer Ventures always aims to continually push boundaries and set new standards of excellence in the food and beverage sector… Boss Pizza is the next stage of that.

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

“Goheer Ventures always aims to continually push boundaries and set new standards of excellence in the food and beverage sector. Boss Pizza is the next stage of that and we have some ambitious plans to turn the brand into a household name.

“We’re looking for passionate individuals to come aboard and help us bring the brand to pizza lovers in every city in the region.” n

www.boss-pizza.co.uk

ADVICE FOR FRANCHISORS

The importance and implementation of training across UK franchising

By Pip Wilkins, Chief Executive Officer, British Franchise Association

I

to thank them for their hard work and to join them as they recharge and reflect for a couple of days.”

n an ever-evolving franchise sector, training is becoming increasingly important, not only to educate and motivate franchisees, but also to positively affect a franchisor’s bottom line.

With many traditionally ‘man in a van’ brands now pivoting to ‘management’ franchises and others leaning towards more multi-unit owners, the right training is crucial in keeping everyone up to date and moving forwards together.

At the British Franchise Association (BFA) we see first-hand the impact of strong leadership teams across our member’s franchise networks.

Franchisors that are investing in training and coaching support with their franchisees are cultivating great business owners, who are able to build strong teams.

It is also true that these franchisee owners often go on to own multiple businesses, become high performers and great ambassadors not only for their brands but for the entire franchising sector, so we are passionate about supporting great training across the board.

But how are UK franchisors addressing training, what systems are they using and what kind of results are they seeing?

Renewal training Homecare franchise Home Instead introduced renewal training for their franchisees 10 years ago. They run two sessions, one for franchisees on their first five-year renewal point and one at their second, 10-year renewal.

Although both sessions are held over

High achievers training Many franchisors create invite only clubs and groups for their top performing franchisees, to harness their enthusiasm and entrepreneurialism and further drive sales and growth. two days and run by an external coaching company, the two sessions are very different, each recognising the franchisees, their needs, and where they are in their journeys.

Imogen Clarke, head of franchise development at Home Instead explained: “The five-year renewal training is a chance for our franchisees to step back from the day to day running of the operation and really look at their business as an asset.

“Initially we ask all the franchisees attending to value a mock business, in reality it is a combination of all their businesses; it gets them thinking about the value of a franchise and be able to look at it more objectively than if it was solely their own. We also ask them to draw up an action plan for their business, start to consider their retirement plans and how they can grow their business to support those plans in their future.

Five years ago, Mark Llewellyn, managing director (sales and marketing) at mobile body shop brand Revive! launched their Accelerated Growth Programme (AGP) and it ended up leading the business down a different and very financially advantageous path.

Llewellyn explains: “Initially we were selling ‘man in a van’ franchises, and our franchisee training was teaching people how to paint cars. When we introduced our AGP in 2019, all that changed.

“We wanted to increase sales significantly, one of the ways we thought we could achieve this was by changing the mindset of our franchisees, getting to see themselves as managers and leaders of businesses, not just car painters. We formed the AGP and put training blocks together that would be interesting and motivational to our franchisees. ➥

“The 10-year renewal training is a chance to look at how far they have come with their business, and what they would like it to look like in the future and what more they need to invest to achieve those goals. It’s quite a holistic session including coaching on mindfulness. It’s also a chance for the senior leadership team at Home Instead

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

ADVICE FOR FRANCHISORS “To be accepted into the group the franchisee first had to commit to increasing the size of their business by 20 per cent every year. I used to ask franchisees, ‘Would you like to double the size of your business?’ of course they all said yes, but that they didn’t know how to do it. When I explained that if they simply built their business by 20 per cent each year, for four years, they would have doubled the size of their business. Little tricks like this really helped shift their mindset.

“To further engage our franchisees, we used a bit of carrot and stick; we asked them to put together a business plan of how to grow their business and told them that everyone who submitted a plan would be invited on a weekend away, abroad, to present the plan to their peers.

No plan, no weekend away. Needless to say, it worked.

offering the very best franchise opportunity to our franchise business owners,” concluded Llewellyn.

Using external training companies Many UK franchisors hire specialist training companies to deliver their training, but do they work, is it worth the ROI (return on investment) and is it a one-off investment or should brands be investing regularly in new training for staff and franchisees?

Jane James, founder and managing director of children’s drama and singing education franchise Little Voices has been using training specialists to deliver training to her franchisees.

She says the results they get from the sessions make a huge difference to her franchisees, to their businesses and therefore, ultimately, to her: “I’ve been

“Once we started, the training sessions focused on areas such as marketing, leadership, operational efficiencies etc., anything to help shift their mindset away from painting cars and into being leaders. Of the first eight or so franchisees who started on the inaugural programme, some dropped out, but the few that were left changed the face of the business.

“Whilst most of the group were growing their franchises at 18 per cent a year, the AGP members were growing at a staggering 86 per cent a year. Why? Because they took themselves out of the everyday function of painting cars and focused solely on growing the business.

The results have been phenomenal. We now have four, million-pound turnover franchisees and by the end of 2024, we expect to have eight.

“The results of the AGP have completely changed the way we run our business.

We now don’t train our franchisees to paint cars anymore, we train them how to grow businesses and the AGP is our standard training across the board for all new franchisees.

“The bottom line is, as franchisors, we can’t keep saying we sell ‘tried and tested’ business models. We’ve got to keep evolving our processes and business systems, making sure we are

person’s professional knowledge and experience in franchising.

Aimed at anyone in the franchise sector, but particularly useful for franchisors, their staff and franchise sector suppliers, the qualification covers four main pillars of franchising; how to understand a franchisee’s financial performance, how to market a franchise and recruit for network growth, how to motivate franchisees and how to monitor franchisee performance.

Students must also attend various educational BFA events, to add to their knowledge base, something they are required to continue doing even after graduation.

Delivered by external professionals the sessions are online and done in a team or cohort setting. Aside from the core elements and a written submission, the final part of the QFP process is an interview by a panel of experienced franchising luminaries.

The success rate is high; the course generally takes 12-months to complete, and a summer ‘boot camp’ will run in August 2024 for those who wish to fast track their progress.

working with external training provider Training Academy for over 13 years now and I couldn’t recommend them enough.

They facilitate our annual conference, which we call our symposium. My franchisees love the sessions, they are the furthest you can image from death

by PowerPoint.

“They are always interactive, experiential and cater exactly to our business and the areas we need to focus on. Some topics we’ve covered previously have been sales training, increasing your bottom line, communicating with customers and how to have difficult conversations,” said James.

With over 200 QFP qualified individuals now across the UK franchise sector, the course is now well established and recognised throughout the entire industry. Delegates who pass the course benefit from a competitive advantage in the marketplace, increased knowledge of the sector, improved business effectiveness and enhanced career opportunities.

QFP – Qualified Franchise Professional

Jake Abson, franchise support co-ordinator from estate agency board specialists Agency Express, who recently completed the course said: “Embarking on the QFP journey has truly been a game-changer for me within the franchise support team at Agency Express. The comprehensive modules provide a solid foundation, while the networking opportunities with fellow franchisors have been priceless.

As the acknowledged ‘hub’ of franchising in the UK, in 2011 we established the QFP qualification. The QFP is a formal recognition of a

“Through insightful discussions on implementing innovative ideas and refining processes in our franchises,

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

NEWS I’ve gained invaluable knowledge and insights that have significantly enhanced my skillset. I wholeheartedly recommend the QFP qualification to anyone looking to excel in franchise support and management.”

QFC – Qualified Franchise Coach October 2024 sees the launch of our brand new QFC qualification. The QFC programme is an accredited coaching methodology, developed by leading franchise training company Franchology and our own BFA Academy.

The programme, which is divided into eight modules, is recommended for both franchisors and franchisees and anyone in the franchise sector who wishes to improve their skills and demonstrate their commitment to raising the bar of coaching. Crucially, it also pledges to improve franchise relationships and performance at every level.

Emily Price, chief operating officer of the BFA, said: “This new programme will address the unique challenges that exist between franchisors and franchisees using the ‘Coaching with Compassion’ methodology, which draws on experience, research, neuro and behavioural science, to help achieve lasting change.

“The QFC programme has been accredited by the Universal Coaching Alliance, a specialist global coaching body which has a code of professional conduct and ethics, aligned with the BFA’s own code of ethics. Completing the QFC programme will achieve 600 Academy Points towards a candidate’s continuing professional development records.

“Those who graduate from the course can expect significantly improved franchisor/franchisee relationships and performance, improved attraction and retention of high-quality franchisees and employees, and the ability to engage in positive exit strategy coaching conversations, reducing the risks and costs associated with disputes and litigation.”

Price added: “Online Discovery Calls are held each week for interested parties to find out more about both the QFP and

QFC courses. For more information email events@thebfa.org.”

BFA Event – Leadership In Action 14th June, 2024 As an association that demonstrably recognises the importance of highquality leadership, we are excited to bring the UK franchise sector a brandnew event, Leadership in Action.

Sponsored by The Franchising Centre, the event is open to members and non BFA members alike.

Leadership In Action is designed for the leaders of today and tomorrow to enhance their skills and discover new strategies. It is led by Team Academy, the trainers so highly recommended by Jane James from Little Voices.

● Steve Rayner (left) and Chitrang Shah.

Attendees will take part in highly interactive and motivational workshops, where they will reflect on their own leadership journey. Attendees can expect to grow personally and professionally and empower both themselves and their teams with a wealth of tools and techniques for effective leadership.

By the end of the day, delegates will feel inspired, empowered, and equipped to drive rapid and meaningful change within their organisation. To book, visit www.thebfa.org/leadership-in-action

In summary The BFA are talking to franchisors on a daily basis and the subject of highquality training and leadership are at the forefront of most conversations and quite rightly so. As we can see from the stories above, with the right training to the right people at the right time, the results can be phenomenal.

We are fully committed to ensuring we support our members in their training goals, not only with our own QFP and QFC courses, but also the new Leadership in Action event which we know will be a sell-out success.

We would urge members to keep an eye on our events calendar and take advantage of all the sessions we offer, to supplement their own training schedule, and together, we can help more people to ‘discover their tomorrow’ with UK franchising. n

Successful TaxAssist resale in Basingstoke AFTER 17 years at the helm of TaxAssist Accountants Basingstoke, retiring franchisee Steve Rayner has sold his accountancy practice on Hackford Road, to new franchisee Chitrang Shah.

Rayner said: “I’ve thoroughly enjoyed building my practice up from nothing to where it is today, servicing the needs of more than 450 clients. I’m so proud of what I achieved in my local community in and around Basingstoke and my thanks go to my staff and the many great people I’ve met over the years.”

‘Ambition to run his own practice’ Shah has long held the ambition to run his own practice, utilising over 20 years’ experience in finance and business, to support businesses and individuals in the local area with their tax, accounting and advisory needs.

“I’d like to thank Steve for passing on such a well-run practice. I’m looking forward to meeting with clients and explaining more about the range of services we offer,” said Shah.

TaxAssist said this franchise resale was the fourth to be successfully completed this year. n

www.taxassistfranchise.co.uk

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

TRAVEL FRANCHISE

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

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

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

Our vision Is to have positive and like-minded franchisee members who put their customers at the heart of everything they do. Who are focused on building a

“

successful business with our guidance and business leadership as the franchisor.

With success that comes to those who work for it.

Our franchisee model is designed to appeal to individuals who dream of running their own business in the travel industry, providing them with the support, processes, and protection under the GoCruise & Travel umbrella. This empowers the franchisee to build a customer database and effectively sell cruise and holiday products, all while benefiting from the strong backing of Fred. Olsen Travel.

Are we right for each other?

GoCruise & Travel is rooted in the ethos of quality, and we invest time and attention in nurturing and developing you to be the best you can be. We

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

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

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

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

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

What we look for in a GoCruise & Travel franchisee ● Friendly and outgoing personality. ● Professionalism. ● Drive and determination to succeed. ● Good sales skills. ● Polite telephone manner. ● Great at building relationships. ● Business acumen. ● Passionate about travel and cruising.

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

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

work around your lifestyle.

Advertorial

provide you with the knowledge and opportunities needed to build your own successful business, all while maintaining a focus on quality service.

● Being part of a fun and exciting

industry. ● Taking part in industry events. ● Additional incentive and earning potential from our travel and cruise partners. ● Discounted rates for your own personal holidays and educational experiences. ● A recognised brand and platform to build yourself a successful business.

Uncapped earning potential GoCruise & Travel have excellent opportunities with our travel and cruise

“

Enjoy the flexibility to set your own hours based on your personal circumstances and commitments, set goals without imposed targets, and unlock limitless earning potential. partners for you to earn a good income from the holidays you sell to your customers.

Our commission earning potential is literally uncapped and our highest earner in 2023 exceeded £80,000 in commission payments. So, the more time

and effort you put into your business, the more financial rewards you will gain.

As a franchisee you can earn up to 100% of the commission paid to us on the holidays and cruises you sell (based on our in-house offering). Currently commissions paid by holiday and cruise operators ranges from 8% – 25%. Your income percentage range is between 69% – 80% of the commission paid to us by our partners (currently with the exception of our in-house offering). n

View our franchisee prospectus.

ONLINE FOOD ORDERING FRANCHISE

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Advertorial

E

NEWS

“

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

TaxAssist’s new look and services to its clients

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

TAXASSIST Accountants has unveiled a new look series of brands to highlight that it has evolved its services to offer clients increased support for both their business and personal needs by assisting them with more than its long-established accountancy and tax services.

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

A new refreshed logo and brand strapline ‘We can do more for you’ has been designed to reflect the additional services which include business planning and advisory services, pensions and investments, mortgages and protection.

Daren Moore, group chief executive of TaxAssist, said: “We know that most people want and need more from their accountant. Detailed customer research identified that our previous branding did not reflect the range of innovative and personalised services that we offer for both business owners and individuals.

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

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

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

● Be your own boss. ● Fully flexible working schedule. ● Eventually work from anywhere. ● Exclusive territorial rights. ● Less risky than opening a physical

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

franchise@ordertiger.com www.ordertiger.com

“The TaxAssist portfolio offers huge value and we are delighted that the modernisation of our brand demonstrates that we can do more for our clients to support them towards a successful future, whilst continuing our focus on delivering friendly, personal, and expert advice that can be trusted.

“We expect the new branding to increase client attraction and retention and be even more appealing to potential TaxAssist Accountants looking to grow or buy a professional practice with a clearly defined suite of services.” n

www.taxassistfranchise.co.uk

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

NEWS

Ovenu founder reports...

‘30 years on and we’re still going strong’ A

By Rik Hellewell, Founder and Managing Director, Ovenu

week might be a long time in politics but let me assure the readers of this article, 30 years in the franchise sector feels like a lifetime... and in many respects, it is.

In my personal life, our then very young children back in 1994 have all now grown up with five out of the six having children of their own. Partly personal and partly business, three of our children now work with me along side my wife, Sue, at the ‘Ovenu HQ’ helping to support our network of franchisees both in the UK and overseas.

Purely on the business side, having started Ovenu in April that year as an ‘owner operating sole trader’, the world at large has since changed, almost out of all recognition but the business-format franchise has remained remarkably similar in most aspects.

Indeed, the essence of franchisees starting their own business by duplicating and replicating an existing business model that has been tried and tested by a franchisor is exactly the same today as it was 30 years ago.

What’s also remained very constant is the diversity of our franchisees over the past three decades – they still come to us from a myriad of different backgrounds and for lots of the right reasons.

Of the numerous shifts over the years, perhaps the most notable is that of communications, what with the advent

“

It seems the mindset of the time was, and maybe still is... I can get a response to my query anytime night or day now without disturbing anybody. All well and good unless the recipient has ‘notifications’ turned on.

● Rik Hellewell at conference.

of the mobile phone initially and the ‘smart’ phone more recently. Oddly though, the question of communication efficiency is a tricky one – here’s why.

‘Fangled way to communicate’ So, here was a new fangled way to communicate albeit in a way that often took longer to type than talking and certainly ended up being more regularly misconstrued or misunderstood than talking ever did.

Back in the day, a question would be asked and probably answered over a landline phone call. From suppliers, these calls would be between nine and five o’clock. From franchisees, more likely to be ‘out of hours’ but only up to a point.

With the advent of the text message came the extended hours of business for franchisors and the start of the nonverbal revolution, not to mention much mirth and merriment caused by typographical errors. Even more so when the ‘predictive’ algorithm was introduced as almost anybody reading this will attest to.

The essence of franchisees starting their own business by duplicating and replicating an existing business model that has been tried and tested by a franchisor is exactly the same today as it was 30 years ago.

We were fortunate in many ways to have used the printed media when we started our franchisee recruitment in earnest from the late 1990s into the 20s and this involved prospects picking up the phone to start the process. It was, and still is, good to have verbal communication with prospective franchisees and the same applies to meetings a bit further down the recruitment route.

It would have been easy to bow to the ‘shield’ that is the digital media and type out responses but standing our ground has stood us in good stead.

The above being said, we have heartily embraced most, if not all, of the technological advances over the years as

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

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NEWS getting most ‘onside’ for the majority of the time should be seen as a triumph.

“

We’ll carry on as we have for the past 30 years, offering the Ovenu franchise to keen, willing and able prospects who, in turn, look to us for a tried, tested and thoroughly proven business model that they can replicate to benefit from for many years to come.

they have been introduced but like to think we’ve never lost sight of the fact that franchising is extremely people centric. We’ve stuck to our principles of meeting prospects in person and having face-to-face discussions whenever and wherever possible.

Personally, as we expanded into Australia and the U.S. in 2005 and 2006 respectively, I made a point of meeting our master franchisees face-to-face both initially and on an on-going basis and at their annual conferences.

Likewise in the UK, we meet up ‘live’ at least once a year at a conference venue and the social interaction has a hugely beneficial impact across the board. We acknowledge the ‘virtual’ facilities that are out there but equally feel there is a time and a place for such things and their exclusive use.

There is a stark irony in the modern world that the digital arena and the social media circus in particular is crammed full of people having been filmed, all wanting the world and his wife to listen and/or see what they are doing. How that’s changed over the past few years from the days when texting and emailing in 100 per cent silence was all the rage.

And to bring us right up to date, a report earlier this year stated that a quarter of 10-34 year olds have never answered their phone... I wonder how long it will

But that’s not been the case for a good few franchisors over the time Ovenu have been in play and that’s a pity because some who have fallen over the hurdles they have encountered are very decent people, who were looking to expand their businesses via franchising only to have been thwarted by one thing or another. be until we call for an ambulance over WhatsApp? The 30 years of Ovenu has brought unmatched success stories of franchisees securing an almost perfect working life balance and the financial security that working for yourself can provide by following our time-tested systems.

Some would suggest that we’ve been ‘lucky’ to have seen the success that we have – I put it down to sheer hard work, a lot of planning, preparation and astute execution by a whole lot of people including family, franchisees and retained experts. There’s no way I could have achieved what I have with Ovenu on my own.

‘Ignorance is bliss’ Has it all been plain sailing... no, it has not. There have been many challenging times over the years and whoever suggested that ‘ignorance is bliss’ was wrong.

Dealing with ignorance is extremely challenging when it comes to the franchise sector as, almost unbelievably, it is still a self-regulating ‘industry’ sector. This means it is fundamentally ‘governed’ by common law and that, in turn, is subject to interpretation. Put another way, there are grey areas, things as a Yorkshireman I far rather avoid.

But that’s rarely possible in the franchise world as disputes with individuals can have a far wider impact if not dealt with or, worse, dealt with ineptly.

The majority in life prefer to go about their working lives avoiding conflict and conjecture but those two facets sometimes rub along hand in glove where franchising is concerned. There’s no pleasing everybody all of the time so

On the plus side – now that we’ve been able to get Covid out of the mainstream media and the economic picture is a little less bleak than it was a year or so ago, we’re looking forward to the future here at Ovenu.

There are going to be some inevitable challenges ahead not least with the advent and super-fast development of Artificial Intelligence – the latest and potentially most testing technical innovation to challenge actual intelligence!

We’ll carry on as we have for the past 30 years, offering the Ovenu franchise to keen, willing and able prospects who, in turn, look to us for a tried, tested and thoroughly proven business model that they can replicate to benefit from for many years to come.

And as we do just that, we’ll continue to function within the franchise world; a world that’s progressed from the franchise sector trading in virtual anonymity 30 years ago to a world where virtual reality is prevalent and the global populus are now much more aware of the sector and the brands trading within it.

That’s not to say it’s a job well done as there are millions of folk out there who are still oblivious to the fact that they use trades, services and products provided by franchises almost daily; equally unaware that they too could invest into the very business-format franchise that they are trading with right there and then.

There’s still a lot of awareness to raise and we’re certain that, in conjunction with publications such as this, we’ll get there in the end! n

Learn more about joining Ovenu.

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

ADVICE FOR FRANCHISEES

Six essential questions to ask before investing in a franchise opportunity W

Advertorial

hen delving into the world of franchising and the vast range of opportunities available, gaining insights that go beyond mere facts and figures is crucial.

While it can be tempting to focus on the financials, investing in a franchise is a long-term commitment. Building a strong working relationship with your franchisor will be crucial to your continued business success, so you need to ensure that your values and expectations are aligned to avoid unforeseen surprises down the line.

As we look ahead to The National Franchise Exhibition which takes place on 4th and 5th October 2024 at the NEC, Birmingham, here are six fundamental questions you should ask potential franchisors before you decide to invest.

1 What is your USP? Once you know the basics – how long the brand has been operating, how many franchisees there are in the UK etc – it’s important to understand what sets each franchise opportunity apart.

Ask the franchisor what they see as their brand strengths or USPs. They should be able to summarise these succinctly, and explain how they communicate these to potential customers too!

This will help you to identify where the franchisor’s priorities lie, how clearly they are able to articulate their vision for the future and where the brand sits within their specific market.

2 What does a typical day look like as a franchisee?

If you are considering becoming your own boss, you will probably have an idea of what you foresee your working life to look like.

If you are interested in being an owner operator; will the training and support offered by the franchisor plug any skills gaps and enable you to jump straight in?

While sector experience isn’t essential for many franchise opportunities, asking this question will help you understand what specialist skills you might need to learn.

Perhaps you have ambitions to scale at speed and build a multi-unit portfolio.

If so, you need to gauge if day-to-day commitments would make this a realistic goal – whether that is straight away, or after one/two/five years of operation.

Finding out what percentage of their time the average franchisee spends working on their business, rather than in their business is a good starting point.

3 What costs do I need to consider?

Over and above the initial franchise fee, what other costs and commitments do you need to account for? This could include leasing premises, refurbishment, equipment, or marketing and

promotional costs. This will help you to calculate when you can expect to achieve a return on your investment.

You will generally be provided with financial projections, but remember these are not promises of performance.

The success of your business will depend on your commitment and skills, as well as external factors. It can be useful to ask for past performance of existing franchisees so you can see what a typical year one, three and five looks like to help you identify whether a specific franchise will help you achieve your financial goals.

4 How would you describe your organisation’s values?

Not only is it crucial to understand the core values of the brand, but also to see some examples of this in practice. If you are passionate about giving back to your local community, for example, is this something that the franchise network is committed to and weaves into the daily workings of their businesses? When you’re passionate about your work, it

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

ADVICE FOR FRANCHISEES leading franchise brands including McDonald’s, Vodafone Business IT Hubs, Home Instead, Subway, Anytime Fitness and many more!

With opportunities in food & beverage to care, education to fitness, and investment levels starting from less than £10,000, there is a franchise to suit all budgets and ambitions.

Educational seminars You’ll gather invaluable insights during a packed programme of 50 plus talks across four theatres covering everything from the fundamentals of franchising, to more specific nuances within the industry.

significantly boosts your morale, ultimately translating into tangible business results.

5 How do you support your franchisees when they are ready to move on?

Although it may seem premature to talk about what happens after your franchise term before the agreement is even signed, you can’t skip over this point. It is worth asking what their franchisees typically re-sell their businesses for, how they will assist you, or whether you can gift your business to a member of your family.

6 Are you a member of the British Franchise Association (BFA)?

franchise consultants face-to-face at The National Franchise Exhibition – exclusively supported by the BFA. No matter where you are on your entrepreneurial journey, attending the UK’s flagship franchise exhibition is the perfect opportunity for budding business owners to network with franchisors, franchisees and a whole community of industry experts all under one roof to fully immerse themselves in the world of franchising.

A visit to the exhibition offers the perfect opportunity to unlock the lucrative potential of the franchise business model. You’ll have the chance to meet the faces behind industry-

The BFA is the voluntary, self-regulatory body for the UK franchise sector. In order to become a member, franchise brands must prove they operate a genuine, business format franchise model and commit to uphold a code of ethics. This commitment provides you with peace of mind as you explore your franchising options.

Visitors to the exhibition will gain an in-depth understanding of the business model, learn more about the latest trends and get practical tips on everything it takes to become a franchise owner.

The unparalleled line-up includes representatives from many established brands, franchise experts and successful franchisees panels, alongside a series of exclusive educational seminars from the BFA. Business owners considering franchising their business will find a wealth of information and expert support in the Growing Your Own Business area – the perfect place to obtain insights and knowledge about whether a business might be at the right stage to franchise.

All visitors can take advantage of free, one-to-one advice from a range of industry experts, including independent advisors, finance providers, specialist lawyers, and consultants who will be on hand to offer complimentary face-to-face guidance throughout the event.

Do your own due diligence

Whether you have just started learning about the franchise model or are actively researching your investment options, The National Franchise Exhibition is carefully designed to help future franchisees take the next steps toward fulfilling their dreams of business ownership.

Either way, it’s essential to do your own due diligence before you invest – which hopefully these six questions will help you with! Don’t miss your chance to chat to the BFA team, legal experts and

To book free tickets to The National Franchise Exhibition or to find out more about what’s going on, visit www.franchiseinfo.co.uk. n

36 Summer, 2024 | www.franchiseworld.co.uk

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

Merry Maids

My Gym

Shuttercraft

Lawnscience

South London Cleaning £50,000 Management FW091

South London Health & Fitness £250,000 Management FW106

Aylesbury Home Improvements £90,000 Vehicle FW112

Bristol Garden Services £80,000 Vehicle FW104

Lucrative Domiciliary Care Franchise

Speedy Freight

North of England Home Care £1,500,000 Management FW095

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

The Wheel Specialists

Thriving Cleaning Franchise

Leicester Automotive £275,000 Management FW105

Hertfordshire Cleaning £385,000 Management FW116

Oakhouse Foods

Small Animal Rehabilitation & Grooming Franchise

East Midlands Distribution Services £195,000 Management FW087

Wiltshire Pet Care £160,000 Management FW109

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Ed’s Garden Services

01522 246811

Sevenoaks Garden Services £60,000 Vehicle Based FW113

Wafflemeister

South London Food & Drink £100,000 Management FW115

info@franchiseresales.co.uk

FOOD FRANCHISE

Slim Chickens UK expands into Germany with a 20-site development plan S

lim Chickens UK is expanding into Germany with the first location in Berlin, in partnership with the Foodelity Group, which has signed a 20-site development plan.

The American-style chicken brand, Slim Chickens UK, is operated by the Boparan Restaurant Group (BRG) and currently has 51 UK outlets offering customers its signature hand-breaded

38 Summer, 2024 | www.franchiseworld.co.uk

buttermilk marinated chicken tenders, crispy wings, sides, a choice of 15 handcrafted dipping sauces alongside plant-based options to cater for dietary preferences.

“

We are really pleased to be working with Foodelity Group. Over the past several months, we have developed a deep partnership, and we look forward to supporting the growth of the Slim Chickens brand across Germany.

Satnam Leihal, chief executive of BRG, commenting on the agreement said: “We are really pleased to be working with Foodelity Group. Over the past several months, we have developed a deep partnership, and we look forward to supporting the growth of the Slim Chickens brand across Germany.”

Max Beutler, chief executive of the Foodelity Group, shared his enthusiasm for bringing Slim Chickens to Germany: “I’m excited to be bringing fresh, delicious chicken to Berlin and beyond.

I have been thoroughly impressed with the food quality, standards, and service that Slim Chickens UK delivers day in and day out.

“It’s a brand I love, and our team has been training in the UK for months to ensure that we can offer chicken lovers in Berlin the same fresh, delicious experience.”

Slim Chickens added that the Foodelity Group already has the first five sites in legal processes and plans to have them open within the first 12-months.

Sam Rothschild, chief operating officer of Slim Chickens, commented: “We have developed a great partnership with

Boparan Restaurant Group collaborating with our knowledge, capabilities, and support that now enables Slim Chickens to initiate a relationship with Foodelity.

quality food and hospitality that will drive Slim Chickens as an exceptional fast casual chicken brand across Germany and beyond.” n

“We are thrilled to introduce Slim’s

www.boparanrestaurantgroup.co.uk

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

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NEWS

Chopstix opens in the Entertainment District at The O2 arena C

hopstix reports it has opened its hotly anticipated new London site in the Entertainment District at The O2, which is owned and operated by Waterfront Limited Partnership, a joint venture between AEG and Crosstree Real Estate Partners.

The Pan-Asian quick service restaurant (QSR) launched over the Easter weekend, signalling the entry of the noodle brand into the world’s most popular live entertainment, leisure, and retail destination said Chopstix.

Visitors to the new site (right) will experience Chopstix’s state-of-the-art technology of slimline ordering kiosks and ‘robo-woks’, created to keep pace with the thousands of hungry customers on event nights, along with an 8m by 4m video wall to grab their attention on their way to an event.

Guests at The O2 can enjoy all of Chopstix’s menu favourites, such as the brand’s unique Caramel Drizzle Chicken, Sweet & Sour Chicken, and the vegan favourite topping All Leaf No Beef Teriyaki, served fresh by Chopstix Wok Masters.

“

The franchisor said the opening of Chopstix at The O2 represents a fullyleased Entertainment District. A destination which is rich in grab-and-go, family-friendly dining, and high-quality leisure experiences attracting leading independent and international operators, making it a key destination in the capital for retailers, operators, and visitors alike.

‘Final piece to the puzzle’ Janine Constantin-Russell, managing director of the Entertainment District and Outlet Shopping at The O2, said: “We are pleased to welcome Chopstix, marking the final piece to the puzzle as we celebrate a fully-leased Entertainment District and commend the success that we have achieved over the last few years.

“Grab-and-go was an area that we were keen on expanding to deliver a variety of Food and Beverage (F&B) concepts for visitors. And, mixed with our fantastic leisure operators and high-quality dining offers, Chopstix complements the destination and reaffirms our position as being one of London’s most desirable retail, F&B, and leisure locations.”

This is a huge moment for us – The O2 is an iconic location that we’ve long had our eyes on. The Entertainment District is a space with such a buzz, delivering live entertainment, popular retailer destinations and leading hospitality outlets, and we know Chopstix will add to this.

Menashe Sadik, co-founder and director at Chopstix, said: “This is a huge moment for us – The O2 is an iconic location that we’ve long had our eyes on.

The Entertainment District is a space with such a buzz, delivering live entertainment, popular retailer destinations and leading hospitality outlets, and we know Chopstix will add to this, bringing tasty Pan-Asian dishes to more people than ever.”

The Chopstix Group adds that it has a strong pipeline of new sites, through both company-operated and franchise ownership models, and has set its sights on becoming the largest Asian QSR on the continent. n

www.chopstixnoodles.co.uk

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

FITNESS FRANCHISE

Club Pilates announces its third UK studio in London

C

lub Pilates has announced its third UK studio will open later this summer in London at Wapping, following the successful launch of its first two studios at Bankside and Fulham Broadway.

The franchisor’s announcement follows news of its global growth of 1,000 studios, as it continues its franchise rollout in the UK with a long-term ambition of launching 50-75 studios in the next three to five years.

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

The Wapping studio will be operated by Deblankson Fitness Group, led by the founder Chief Richard Uku, who opened the first two London studio’s and owns the Master Franchise Licence for Club Pilates in the UK.

Uku, delighted to be stepping up the UK rollout, said: “Despite Pilates and particularly Reformer Pilates booming in London and across the UK, there are not many Pilates studios in the area, and we’re looking forward to serving the local community with a unique and engaging workout experience that’s a fantastic alternative to traditional gym workouts.”

Club Pilates says the Wapping location was chosen due to the area’s wider business network where partnerships may be tapped with synergetic businesses to grow the studio’s customer base and it is also well connected by transport links, making it convenient for customers from nearby areas to reach and enjoy its benefits.

The concept was founded in Irvine, California, U.S. in 2007, to offer fullbody Reformer-based workouts that

“

Our studios break away from the elitist perception of Pilates, to offer accessible and diverse class options with eight different formats and four levels to choose from.

integrate a mix of cardio, strength and interval style training, suitable for all ages and fitness levels.

Club Pilates adds that its studios break away from the elitist perception of Pilates, to offer accessible and diverse class options with eight different formats and four levels to choose from. Its most popular classes are Cardio Sculpt, CP Suspend and Reformer Flow.

Club Pilates is a part of Xponential Fitness, a global franchisor of boutique fitness brands such as AKT, CycleBar, Pure Barr, Row House, StretchLab, and YogaSix, with locations across 23 countries. n

www.clubpilates.uk/franchise

The brand says is also distinguishes itself by enhancing the 50-minute class experience with 11 different pieces of equipment. It has also introduced a proprietary 500-hour Teacher Training Programme, ensuring Pilates is accessible to everyone, fostering community, and delivering holistic fitness experiences.

‘A myriad of health benefits’ With classes available every day of the week, Club Pilates highlights that enthusiasts can expect a myriad of health benefits from Pilates including increased flexibility, improved posture, enhanced core strength, stamina, and an overall contribution to healthier, happier lives.

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

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NEWS

Neighbourly UK celebrated record-breaking year at its annual reunion conference

“

Reunion was a fantastic event.

We came together, celebrated success, shared insights and knowledge, and collaborated, enabling us to reach new heights together in 2024.

N

Phillip Carr, Neighbourly’s managing director, commented: “Neighbourly has had another excellent year of growth, demonstrating our franchise business owners’ commitment and hard work.

Their dedication has been instrumental in driving their businesses forward.

“Reunion was a fantastic event. We came together, celebrated success, shared insights and knowledge, and collaborated, enabling us to reach new heights together in 2024.”

eighbourly UK hosted its largestever annual reunion conference in Birmingham earlier this year, bringing together over 500 franchisees from across the UK.

British woman to reach the summit of Mount Everest; and Brendan Hall, a winning skipper in The Clipper Round the World Yacht Race.

The three-day event ‘Reaching New Heights’ brought together and celebrated the success of its franchisees from Bright & Beautiful, Countrywide Grounds Maintenance, Drain Doctor, Dream Doors, Greensleeves and Pimlico Plumbers.

Neighbourly said the invited speakers provided a diverse range of perspectives and knowledge, leaving attendees inspired and empowered.

Guest speakers at the conference were Dave Fishwick, the successful Burnley entrepreneur who featured on Netflix with the screening of ‘Bank of Dave’; Bonita Norris, the former youngest

Last year was also another recordbreaking year for the group said Neighbourly, with Greensleeves launching a comprehensive rebrand (below), Drain Doctor eclipsing 5,000 plus reviews on Trustpilot, Dream Doors celebrating 25 years, and Countrywide, Bright & Beautiful, and Pimlico all achieving record revenues.

Franchisee of the Year winners 2023

● Rob, Sam and Paul Simpson Drain Doctor, East Anglia

Dream Doors, West Nottingham

● Jon Brown

Greensleeves, Norwich

● Mike Barney

Bright & Beautiful, Henley In Arden

● Delpreet Shergill

Countrywide, Dorset

● George Beaty

Parent company Neighbourly UK is part of the U.S. parent company Neighborly, which is the world’s largest home services franchisor with over 30 service brands and 5,000 franchises serving in excess of 12 million customers in six countries, focused on repairing, maintaining and enhancing homes and businesses. n

www.neighbourlybrands.co.uk

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

NEWS

Revive! Trafford is the latest member of the £1m Club R

evive!, the management franchise for SMART vehicle repairs, reports that it now has four franchisee members in its £1m Club.

The newest members of the £1m turnover club are husband and wife team Dan and Natalie Normanton of Revive!

Trafford. The couple, who launched their business 16 years ago, employ nine people and operate eight vans.

Initially Dan had worked as a Revive! technician in a neighbouring territory where he saw the opportunities that running a Revive! franchise could provide, so when the couple’s first child was born, they decided to buy their own franchise territory to build a stable financial future for their family.

Revive! says that all the members of its £1m Club acknowledge that they received great support from the head office team to help them grow and achieve their goals.

Cathryn Hayes, franchise director of Revive! said: “We know that running your own business can seem like a very daunting prospect, which is why we support and train franchisees at every stage of their Revive! journey.

Franchisees receive training tailored to each owner’s individual needs and meet regularly with other franchisees at similar levels of growth to share ideas and mentor each other.”

£1m Club members Revive! East Anglia was the first to reach the £1m milestone in 2019 and is now on the way towards its two million pound target. Revive! Surrey was the second to join the club, followed by the territories of Northampton and Trafford.

The East Anglia franchisees – Nathan Holmes, Andy Blackhurst and Adam Holmes – joined forces in 2012, after Nathan invited Andy and Adam to join him following his success as the

● From left: back row; Andy Blackhurst, Emma Holmes, Natalie Normanton and Adam Holmes. Middle row; Gemma Casburn, Nathan Holmes and Jay Belam.

Front row; Dan Normanton and Iain Wallis.

franchisee for Cambridge, which he launched in 2007. They subsequently bought adjacent territories to create Revive! East Anglia.

The trio now operate a business employing 22 people, running 10 vans with 17 technicians, in addition to two workshops.

Healthy competition is what motivates them to strive for continual growth, explained Adam: “Revive! has a great franchise model and everything else that goes with it, but sometimes it’s that drive of competition that makes you want to be the best. Whether that’s being the best with customer service or quality of repair it’s competition from the network that motivates us to be always at the top.”

Jay Belahm, Revive! Surrey, was a sergeant in the army before he launched in Guildford in 2010. He now has 20 employees, 10 vans and a workshop, with 17 technicians. He also set up the first Revive! dedicated alloy wheel repair centre.

Revive! Northampton franchisee, Iain Wallis, started his career as a trainee technician at the Revive! training

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

“

We know that running your own business can seem like a very daunting prospect, which is why we support and train franchisees at every stage of their Revive! journey. academy in Rugby, before joining the Northampton branch as a technician. He later became a partner and in 2016 took sole ownership of the business.

With 10 employees, Wallis said: “One of the biggest personal benefits is seeing the guys who work for the business grow, having children and buying houses. I find that really rewarding.”

Revive! explained that all its franchisees are placed in cohorts in the Accelerated Growth Potential programme that provides tailored and targeted training courses, coaching and further development, which has helped numerous franchisees grow and build their businesses.

Revive! franchisees repair minor vehicle damage including alloy wheels and bumper scuffs, to minor dents and paint damage. n

www.revivefranchise.com

ADVICE FOR FRANCHISORS

How to write a winning award entry I

By Lucy Archer, Co-founder, Rev PR t’s award entry time! Regardless of which programmes you’re choosing to enter this year – good luck! We all know that being shortlisted for an award and getting to go to a fancy event and celebrating with your team and peers is just lovely.

But the point of award programmes isn’t just for recognition of your hard work and achievements; an award win is a powerful tool for boosting your brand’s credibility and gaining market exposure. The catch is that writing a winning entry is hard work. It takes time, skill and lots of practice. Just ‘having a go’ is not a strategy that we would recommend, at any point in your business journey.

Luckily, here at Rev, we have a proven track record when it comes to filling up those trophy cabinets in our client’s offices. Here are our top tips to help you write an award entry that stands out.

Egos don’t win awards In 99 per cent of cases, the awards you enter are designed to be a testament to your ability to function and excel as a team, not as an individual. If you find yourself praising ‘me, myself and I’ throughout your award entry, it’s time for a do-over.

Look for ways to highlight collaborative efforts that have directly contributed to milestones and success. Quantify your team’s achievements and illustrate the collective drive and problem-solving capabilities within your franchise and

“

In 99 per cent of cases, the awards you enter are designed to be a testament to your ability to function and excel as a team, not as an individual. If you find yourself praising ‘me, myself and I’ throughout your award entry, it’s time for a do-over.

The criteria are there for a reason

“

Use the criteria as the backbone of your award entry. Align your answers to the specified requirements, treating them as non-negotiables. This ensures your entry is precisely tailored to what the judges are looking for.

To write clearly and concisely is an artform. If your award entry is overflowing try to:

network. For added authenticity, use a testimonial from a franchisee that reflects your brand’s collaborative spirit.

If it’s not on the ‘paper’ you cannot and will not be judged on it. Judges are the epitome of professional and have an uncanny knack of wiping all prior knowledge and sentiment of your brand from their minds in the judging process.

For example, if innovation is specifically referenced in the criteria, don’t just state that your franchise is innovative; show it by describing a particular scenario where an innovative approach led to a breakthrough in your offering or support structure. Use numbers to support your claims, such as percentage increases in revenue or customer conversions.

● Use bullet points to make an impact.

Whilst it might not be comfortable to admit, if you can’t hit all the criteria points then this is either the wrong entry for you or you’re not ready to enter this award quite yet.

Try to away from industry jargon that could obscure your message. Plain language paired with statistics and testimonials will cut through the noise.

● Make short, strong statements backed

up with statistics. ● Avoid ‘scene setting’ and get straight

to the point where you can. ● Be ruthless when editing. If it’s not

directly addressing a criteria point, lose it.

Craft full yet concise responses

Showcase achievements, not aspirations

Most award entry forms will allow you 1,000 words. In reality, it’s surprisingly difficult to distil a year’s worth of activity, even in one specific area of business, down into 1,000 words.

An award entry is a historical record, not a business plan. Focus on what has been completed and verified. Judges are looking for evidence of a proven track record, not the potential. ➥

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

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

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

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

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

Words are powerful.

Do I need PR for my business?

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

Use them wisely.

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

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

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

revpr.co.uk

“

ADVICE FOR FRANCHISORS

Imagine that you’re being compared to several other brands, you have an award-win logo on your website or email footer that the others don’t. Do you think that helps to elevate you above the competition? Exactly.

NEWS

The Zip Yard on ‘Pinfold Street’

With the greatest respect in the world to all entrants, if you can’t prove it, don’t write it. Anyone can say anything about what they plan to achieve. Whilst good intentions and ambition is admirable, when it comes to an award entry, it is all but meaningless.

you cannot and will not be judged on it.

Judges are the epitome of professional and have an uncanny knack of wiping all prior knowledge and sentiment of your brand from their minds when the judging process begins.

To demonstrate your points, use beforeand-after data sets, financial results and testimonials to evidence the value delivered for and by your franchisees.

Yes. Awards matter! Prospective franchisees and customers will only buy from, or invest in, a brand that they feel they can trust. An award badge – provided it’s for a suitable category – is a trust credential, and it’s very appealing.

Imagine that you’re being compared to several other brands, you have an awardwin logo on your website or email footer that the others don’t. Do you think that helps to elevate you above the competition? Exactly.

THE Zip Yard’s latest alterations and repairs store has opened in Birmingham by franchisee Yasmin Ali (right), an experienced seamstress with a passion for sewing and interior design.

Awards are also a great morale boost for your internal teams and even your franchise networks. That’s reason enough in itself sometimes.

Ali said her passion for sewing started in childhood: “I’ve developed a keen eye for detail and a strong sense of craftsmanship, ensuring that each piece I work on meets the highest standards of quality and aesthetics. While transitioning into the retail sector is a new challenge, it aligns perfectly with my background and dedication to exceptional customer service.”

Make a plan An excellent award entry is never a lastminute endeavour. Trust us, we know! At Rev, we allow six to eight weeks to research, collate, write and refine an award entry.

The best entries are a product of thoughtful planning and collaboration.

Begin by mapping out the entry process and setting internal deadlines for content collection, writing, and review stages.

Ensure that each section of the entry is assigned to the team member best equipped to address it. Then, gather all necessary data and compose your draft well in advance of the deadline.

It’s a great idea to schedule a review session with key team members. This collective brainstorm not only polishes the entry but also ensures all sections align.

Never assume Write your award entry for an audience that knows nothing about your franchise.

This approach ensures that your entry is comprehensive and self-contained, painting a full picture for the judges.

If appropriate and within the word count, offer background information succinctly, providing context for your accomplishments. If your franchise has a unique origin story or has overcome significant industry hurdles, include this to add depth and relatability to your entry.

Remember that if it’s not on the ‘paper’

Is it worth it?

PR, darling!

It would be remiss of us to not mention another massive benefit that can come from an award entry, in the form of PR. Being shortlisted for, or winning, an award is a fantastic news story that you can share with your target audiences.

From traditional media relations to social media coverage and sharing with your pipeline in a newsletter. The content you can create from this activity and its myriad of uses is extremely valuable.

If you don’t have a large team, or if it’s just you, you may want to think about outsourcing your award entry to someone who specialises in them. Yes, that’s a shameless plug! The downside to this is that there will be a cost associated, but the obvious positive is after a phone call or two, you can sit back and relax while things get done.

If you want our advice on what to enter and which categories would work best for you, just drop us a line or give me a call. Email: lucy@revpr.co.uk or call 07921 572 554. n

The store on ‘Pinfold Street’ offers a wide range of services, including garment alterations, custom tailoring, button and zip replacements to vintage garment restoration, and alterations to leather and suede items.

Enthusiastic about her role within the local community, she added: “Our goal is to establish a thriving business that not only provides valuable services to the community but also contributes to local economic growth and job creation.

“The Zip Yard offers a proven business model and strong brand recognition.

They are known for a consistently high level of service and finish. The comprehensive training and support the head office offer will be invaluable as we strive to establish our presence in the local market.

“The cost of living crisis and awareness of the environmental impact of clothing means there is more reason than ever to prolong the life of your clothing.” n

www.thezipyard.co.uk

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

ADVICE FOR FRANCHISEES

Establishing customer loyalty as the foundation of franchise success I

n today’s fast-paced and highly competitive business landscape, the relationship between a brand and its customers has never been more critical.

For franchisees, this relationship is the linchpin of success – serving as both the foundation and the driving force behind sustained business growth.

The concept of being customer-centric is not just a trendy buzzword but a strategic approach that ensures the loyalty and satisfaction of customers.

Cheryl Harper (right), managing director of Greensleeves Lawn Care, discusses why embracing a customercentric approach is imperative for franchisees who aim to foster loyalty, ensure customer happiness and secure a competitive edge in the market.

Ask any CEO or business owner what’s more important, customer retention or customer acquisition, and they’ll probably tell you both!

Customer acquisition is about attracting new prospects, understanding their needs and convincing them that your product or service is the solution they’ve been

“

searching for. It’s an essential element of expanding your customer base and entering new markets.

But attracting new customers has a cost – in fact, it’s estimated that acquiring a new customer is five times as expensive as retaining an existing customer. And if you fail to nurture these new customers, you’ll quickly find your short-term investment garners short-term results.

But businesses that effectively retain their customers historically succeed.

A Harvard Business study stated that increasing customer retention rates by 5% increases profits by 25-95%. It’s crucial to note that customer retention doesn’t just happen overnight. It involves listening to customer feedback, anticipating needs and providing value.

Customer feedback The success rate of selling to an existing customer is 60-70%, while the success rate of selling to a new customer is 5-20%. Simply put, there is a financial incentive for customer retention. Plus, loyal customers can also become brand advocates, sharing their positive experiences with others.

The journey towards becoming a customer-centric franchisee is both rewarding and essential... invest in your customers. Their loyalty, happiness, and advocacy are not just the by-products of exceptional service but the cornerstone of sustainable growth.

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

You can have the best marketing strategies in the world but there’s no substitute for word-of-mouth referrals.

And, in today’s digital marketplace, online testimonials play a crucial role in serving as modern-day word of mouth. They can significantly influence potential customers and have the power to either enhance or harm a business’s reputation.

Think of your online presence as your digital shop window, where online

“

The success rate of selling to an existing customer is 60-70%, while the success rate of selling to a new customer is 5-20%.

Simply put, there is a financial incentive for customer retention. Plus, loyal customers can also become brand advocates, sharing their positive experiences with others. reviews heavily influence new customers’ perceptions. Positive reviews can provide a substantial advantage, especially in a competitive market, by boosting your credibility and attracting more customers.

It’s equally important for customers to have a platform to express both positive and negative feedback. A negative review, while initially disheartening, can be invaluable as it highlights areas for improvement, helping you refine your business strategies.

At Greensleeves, we’re incredibly proud of the feedback we’ve had from our customers. With over 8,500 reviews and an average rating of 4.8 out of 5, our customer reviews have been crucial for building trust and growing our business.

Being customer-centric isn’t an overnight fix; it’s a culture that you need to instil in your business and constantly refine.

Anticipating needs Successful franchisees don’t just react to customer needs and issues; they anticipate them. By proactively engaging, you can identify trends ahead of time, allowing for smoother and more efficient solutions.

At Greensleeves, our franchisees have collected a lot of data over the years. We know what services our customers need and when they need them. Lawn care is a year-round service, but the treatments required for the perfect lawn are largely seasonal. Using this information, we can tailor our marketing efforts for the best results. It also helps guide our franchisees trying to upsell or offer new services to our clients.

It’s also important to ensure that there is a seamless method for customers to provide feedback and that this feedback

NEWS is quickly addressed. This could involve follow-up calls or emails after a service is rendered to enquire about the customer’s experience and any additional needs that were not met. Utilise this feedback to refine products and services continually.

Newly launched franchise secures 194 partners

Providing value If you were to look on the Greensleeves website, you’d find a treasure trove of information – packed with handy tips and advice on lawn maintenance. This resource is invaluable for homeowners that are looking to understand the essentials of lawn care, including when they can manage tasks themselves or when it might be wise to call in a professional.

THE Mental Wellbeing Company founded and owned by Caroline Strawson (above), a mental health and nervous system expert, reports that it has secured 194 brand partners in the UK and internationally upon launch.

This blend of guidance not only empowers users by boosting their gardening confidence but also highlights the accessibility and expertise of Greensleeves.

Whether it’s through engaging social media posts, informative blogs, or personalised email marketing campaigns, by showcasing your value to potential customers, you’re starting to build stronger customer relationships.

This approach doesn’t just enhance brand visibility; it also significantly boosts word-of-mouth referrals.

Satisfied customers are more likely to share their positive experiences with others, ultimately driving more business to their local franchisees.

In conclusion The journey towards becoming a customer-centric franchisee is both rewarding and essential for carving out a significant presence in today’s competitive market. Invest in your customers. Their loyalty, happiness, and advocacy are not just the by-products of exceptional service but the cornerstone of sustainable growth and competitive advantage.

Strawson who is passionate about making a real difference to others after struggling with her own mental health after the breakdown of her marriage and domestic abuse, says the only support that really helped her was learning about the nervous system by bringing together trauma informed practice and positive psychology.

The Mental Wellbeing Company says each of the new brand partners will be trained to take an array of workshops and teachings into schools, public sector organisations or corporate workplaces.

Strawson adds: “As a recognised Mental Health and Nervous System Educator, Therapist and Coach, I’ve seen the need to find innovative and next generation solutions to improve mental health and wellbeing.

“Through the training we’re providing with The Mental Wellbeing Company, we know that we can have a huge impact in the way that mental health is perceived and subsequently approached.

We don’t think mental illness, we feel it.”

Embrace the strategies that prioritise customer needs and values and you will not only meet but exceed expectations, setting your franchise on the path to enduring success. n

As a qualified Somatic Practitioner, Strawson integrates nervous system regulation, somatic healing, and positive psychology, as she says that breaking through the current mental health crisis must begin with understanding the nervous system that underpins human behaviour. n

www.greensleeves/franchise.co.uk

www.thementalwellbeingcompany.com

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

WATER LEAK DETECTION FRANCHISE

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We already have the partnerships and affiliations with major brands in the insurance industry which we believe will be a valuable source of new business for franchisees coming on board.

The Leak Detective recruits five new franchisees T

he Leak Detective reports it has recruited five new franchisees in the past few months for the territories of Birmingham, Devon & Cornwall, Humberside, Milton Keynes and Oxford.

The original business behind the franchise, Water Loss Solutions and Paradigm Reinstatements, said it has a 10-year track record of success and profitability in the leak detection sector, where demand for its specialist service is outstripping supply across the UK. Co-founder David Hunt, an ex-police officer said: “Everyday businesses and households are losing many thousands of pounds through water leaks. Often these go undetected for some length of time and are only discovered when a large water bill arrives in the mail.

“Most insurance companies offer ‘trace and access’ cover today which means they will pay for a qualified tradesman to trace the source of the leak.

“

Everyday businesses and households are losing many thousands of pounds through water leaks. Often these go undetected for sometime and are only discovered when a large water bill arrives.

“Sometimes the source is obvious but in many cases it is more difficult to locate, as modern building techniques mean pipes are often boxed in for cosmetic reasons. There is therefore a high demand for trained water leak engineers who have the skills to quickly trace the leak, stop it and rectify any damage as required.

“For the past 10 years we have operated successful leak detection and property repair businesses in Scotland. However, we have experienced significant demand for our specialist services throughout the UK. To meet this demand we are now establishing a franchise network of trained technicians throughout the UK. “We already have the partnerships and affiliations with major brands in the insurance industry which we believe will be a valuable source of new business for franchisees coming on board.”

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

The Leak Detective franchisees become specialists in leak detection and remedial work using proven techniques and cutting edge technology. The franchise opportunity, aimed at plumbers and those with a technical background, can deliver potential earnings of up to £100,000 a year, said the franchisor.

Alex Golding, the franchisee of Leak Detective Oxford, said: “I’ve been involved in the building industry since the early 1990s. I was the main contractor for the conversion of an office block into 158 luxury apartments.

“When that contract was completed I moved into civil engineering/utilities and in particular water mains repair and maintenance. Covid was a difficult time and I decided to sell the company.

“After that I became involved in repair/renovation of properties damaged by the escape of water and I came across the Leak Detective franchise. As it was relevant to the work and experience I have and links well with other businesses I collaborate with, I decided to invest.” n

www.theleakdetective.co.uk

FRANCHISE RESALES

Managing expectations when buying or selling a franchise resale P

By Emma Bohan, Operations Manager, Franchise Resales

urchasing or selling a franchise resale can be a complex and timeconsuming process, often taking up to 18 months to complete, with an average duration of about 12 months. This timeline includes the initial search for a buyer, due diligence, legal processes, and obtaining necessary approvals from the franchisor.

It’s crucial for both buyers and sellers to manage their expectations and understand the intricacies involved.

Franchise Resales Ltd., can assist throughout this journey, but knowing what to expect and how to prepare can make the process smoother and more efficient.

Understanding the timeline When engaging in a franchise resale, patience is key. While the process can sometimes be quick, it typically takes several months due to the various stages involved.

1 Finding a buyer: This initial phase can vary greatly in length depending on market conditions, the attractiveness of the brand, the condition of the business, and the effectiveness of the marketing strategy. On average, finding a suitable buyer can take several months.

Additionally, the quality of the brokerage’s database plays a significant role; a brokerage with a well-maintained and extensive database might already have potential buyers or have access to high-quality buyers. The number of platforms on which the franchise is advertised, as well as whether the sale is public or private, also impacts the duration of this phase.

2 Due diligence and negotiations: Once a potential buyer is found, they will

conduct thorough due diligence to assess the business’s financial health, operational stability, and growth potential. This phase can range from a few weeks to a few months, and sometimes even longer as it involves detailed financial analysis, site visits, and negotiations.

3 Legal processes and approvals: After due diligence, the sale must navigate various legal hurdles, including creating and presenting business plans to the finance provider (if required) and the franchisor, and obtaining franchisor approval. This stage involves drafting and reviewing contracts, transferring licenses, and ensuring compliance with franchise agreements. Depending on the complexity, this can take several more months.

be well-prepared. Gather and organise all necessary documents, including: ● Up-to-date financial statements:

Ensure your profit and loss statements are current and accurate. Monthly reports are preferred, as they provide a clear picture of the business’s financial health over time. If you’re not already using a platform for monthly reporting, consider implementing one to facilitate transparency and trust. ● Operational information: Provide

detailed information about daily operations, staffing, supplier contracts, and customer demographics.

Transparency in these areas helps buyers understand the business’s operational dynamics.

Engage professional help ● Franchise solicitor: Engage a solicitor

Key considerations for sellers Selling a franchise requires meticulous preparation and attention to detail. Here are some critical aspects sellers should focus on:

experienced in franchise resales. They can navigate the legal complexities, ensuring all agreements comply with franchise regulations and protect your interests.

● Comprehensive due diligence – a

● Experienced broker: A broker

prospective buyer will scrutinise every aspect of the franchise, so it’s essential to

specialised in franchise resales can provide valuable guidance, market your

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

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

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

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

Do you know what to expect when buying or selling a franchise?

Whether you are a buyer seeking a profitable opportunity or a seller looking to exit your business.

Franchise Resales can support you throughout the whole process.

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

FRANCHISE RESALES opportunities, and assist with negotiations. Their expertise can significantly streamline the buying process.

Attracting the right buyer For sellers, attracting the right buyer involves strategic marketing and careful management of information. ● Targeted advertising: Use targeted

franchise effectively, and connect you with serious buyers. They can also help manage the sale process, from initial listing to closing the deal.

Franchisor involvement The franchisor will be heavily involved in the resale process. They must approve any potential buyer, which includes evaluating the buyer’s background, financial stability, and ability to uphold the franchise’s standards. Additionally, new franchisees are often required to complete training programmes provided by the franchisor, ensuring they are wellprepared to operate the business successfully.

Key considerations for buyers Purchasing a franchise resale can be a lucrative opportunity, but it's important to conduct thorough due diligence to avoid potential pitfalls. Here are some critical steps for buyers:

Financial and operational analysis ● Financial health: Review the franchise’s financial statements meticulously. Look for consistent revenue, profit margins, and any signs of financial instability. Understanding the franchise’s financial performance is crucial in assessing its viability and growth potential.

“

The franchisor will be heavily involved in the resale process.

They must approve any potential buyer, which includes evaluating the buyer’s background, financial stability, and ability to uphold the franchise’s standards.

marketing strategies to reach potential buyers who are genuinely interested and financially capable. Highlight the franchise’s strengths, market position, and growth potential in your advertisements.

“

An underperforming franchise may still offer substantial opportunities if you have the skills and resources to turn it around, in addition to the support of the franchisor. ● Operational stability: Assess the

operational aspects of the business, including staff efficiency, customer satisfaction, and supplier relationships. A well-run franchise with stable operations is a strong indicator of future success.

Market and reputation research ● Local reputation: Investigate the

franchise’s reputation within the local community. Customer reviews, local market conditions, and competitive landscape can provide valuable insights into the business’s potential for growth and profitability.

● Confidentiality: Maintain

confidentiality to protect the business’s interests and prevent disruptions. Limit the amount of sensitive information disclosed in public advertisements and provide detailed information only to serious buyers under a non-disclosure agreement.

Information disclosure ● Balanced disclosure: Provide enough

information to attract interest without compromising the business’s competitive position. This includes financial summaries, operational highlights, and growth opportunities. ● Transparency: Be transparent with

serious buyers about the business’s strengths and weaknesses. Honest communication builds trust and facilitates smoother negotiations.

● Franchise performance: Evaluate the overall performance of the franchise. If the business is underperforming, understand the reasons behind it. An underperforming franchise may still offer substantial opportunities if you have the skills and resources to turn it around, in addition to the support of the franchisor.

Managing expectations is crucial when buying or selling a franchise resale.

Understanding the timeline, engaging professional help, conducting thorough due diligence, and maintaining clear communication with all parties involved can significantly enhance the chances of a successful transaction.

Engaging professional help

Franchise Resales Ltd., can support you throughout this process, but being wellprepared and informed will help ensure a smooth and rewarding experience.

Whether you are a buyer seeking a profitable opportunity or a seller looking to exit your business, patience, preparation, and professional guidance are your best allies. n

● Franchise solicitor: Just as for sellers, having a solicitor experienced in franchise law is invaluable for buyers.

They can help navigate the legal aspects of the purchase, ensuring all agreements are fair and compliant. ● Experienced broker: A broker can provide crucial insights into the franchise market, help identify suitable

www.franchiseresales.co.uk

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

NEWS

Restructure of the BFA’s management team

GoCruise & Travel’s ‘Don’t Stop Us Now!’ conference GOCRUISE & TRAVEL, alongside parent brand Fred. Olsen Travel, hosted its largest annual conference at the Latimer De Vere Estate, Chesham, Buckinghamshire.

The two day event, with 186 attendees, included key business sessions from its trade partners, both cruise and travel focused, to help improve franchisees knowledge on the products they sell.

Presentations covering the progress of the business as a whole gave the opportunity to network and generate ideas to improve their businesses.

There was also an ‘Interactive Marketplace’ which allowed franchisees the opportunity for one to one time with the trade partners they prefer to offer to their customers.

The finale of the themed conference, ‘Don’t Stop Us Now!’, was celebrated at a gala dinner event with a Queen band tribute act.

The feedback from the attendees was extremely positive as they felt emersed in the event and thankful for all the efforts that went into the planning of the conference. n

www.joingocruiseandtravel.co.uk

P

● Pip Wilkins (right) and Emily Price.

ip Wilkins, chief executive officer of the British Franchise Association (BFA), has restructured the association’s core management team which coincided with the departure of Emily Price, former chief operations officer (COO).

Price joined the BFA in 2013 and is acknowledged to have been a vital part in the modernisation of the association.

Her new role is COO at Mathnasium UK, the children’s maths franchise.

The departure of Price has created new opportunities for integral members of the BFA team, who will now operate under three distinct and autonomous sections:

● Membership and Standards

James Sedwick

● Central Services and Projects

Jo Stannard

● BFA Academy

“

We have taken this opportunity to introduce our new-look management team who all have been on a strategic career journey with us, to create the next generation of leadership at the BFA.

“It is well known that Emily and I both came up through the ranks of the BFA and as a passionate believer in training and supporting our staff, I am delighted to be continuing that process with James, Jo and Donna who are long standing members of our team and highly experienced in their individual roles.

“Alongside them, we are fortunate to have support from Emma Cook, executive support manager, and the highly experienced Louise Bruce, Big Red Box PR, who provides the BFA with public relations support.”

Donna Hall

The newly formed, but experienced, management team will report directly to Wilkins, who celebrates her 25th anniversary with the BFA later this year.

Wilkins said: “We wish Emily the very best for the future and look forward to working with her in new and exciting ways on some interesting BFA facing projects.

“We have taken this opportunity to introduce our new-look management team who all have been on a strategic career journey with us, to create the next generation of leadership at the BFA.

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

On her departure, Price said: “I will be forever grateful for my time with the BFA, the head office team, our members, and the many relationships I have built over my decade in the job. My role at the BFA did not come without its challenges, and it is those challenges that have helped me develop into the leader I am today.

“I would like to thank Pip for her unwavering support and for providing me with the opportunities to add value and be a part of the association’s evolution over the last 10 years.” n

www.thebfa.org

PETCARE FRANCHISE

We Love Pets awarded Ethical Accreditation in The Good Shopping Guide W

“

e Love Pets, the UK pet care franchise, has been awarded Ethical Accreditation status by The Good Shopping Guide (GSG).

pleased to verify We Love Pets as an ethical brand that places respect for the environment, animals, and people at the heart of its values.

Founded over 20 years ago, The GSG gives consumers an independently researched ethical comparison of companies and brands, ensuring they run along sustainable lines and do not support profit over human and environmental wellbeing.

“The brand has therefore been approved as one of The Good Shopping Guide’s leading ethical companies. We Love Pets is commended for its rigorous animal welfare standards, such as its ‘No Pack Walking’ policy, and its commitment to minimising its environmental impact.”

The GSG said: “Ethical Accreditation certifies that the company, brand or product in question has reached our benchmark standard in our overall analysis of its corporate social responsibility record – a highly respected mark of independent endorsement, which can benefit consumer sales, trade sales, employee relations, public relations as well as company and brand value.”

Jo White founded We Love Pets in 2008 and with her husband Ryan, has grown the business into a successful pet care franchise, said: “We could not be more delighted to have received this accreditation from this highly respected and internationally recognised guide and will be flying the logo with pride across our website and marketing collateral.

On completion of the We Love Pets screening, the GSG research team made the following comments: “We are

“From the very start, it was important to

We could not be more delighted to have received this accreditation from this highly respected and internationally recognised guide and will be flying the logo with pride across our website and marketing collateral. us to run the business ethically, not only in terms of the franchise but also surrounding the standards we uphold for the care of the pets we are entrusted with every day.

“No pack walking was something we adopted early on, even though it doesn’t make financial sense, but we stuck to our guns because we knew it was the right thing to do for the dogs. Being recognised for our ethical stance is great and underlines our commitment to always doing things the right way.” ● We Love Pets currently has 116

franchisees in the UK covering 187 territories. n

www.welovepets.care/franchise

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

ADVICE FOR FRANCHISEES

Perfecting your preparation: the importance of staying ahead of the curve to ensure you are compliant O

ften, the appeal of investing in a franchise comes from the opportunities to capitalise on a market within an industry that prospects do not necessarily have experience in. However, franchisees need to be proactive to ensure they are not only providing customers with a quality service or product but, above all else, are running a compliant and ethical business.

Successful franchises do more than just keep up with industry trends; they anticipate them and position the franchise network to be at the forefront of innovation – perfecting its preparation to stay ahead of the curve. But what role do franchisees play in keeping their own franchise above board?

Jess McCarthy (right), Monkey Puzzle’s senior early years quality manager, talks through the importance of franchisors knowing their sector guidelines, what franchisees should do to ensure they are compliant within their own operations and what it does as a franchisor to help its franchisees run an ethical and safe business.

Why is it crucial that franchisors are in the know?

For franchisors, staying abreast of industry guidelines is critical, as franchisees rely heavily on being well informed about rules and regulations they have to adhere to. Providing information acts as a roadmap for franchisees so they can deliver a quality service whilst navigating the relevant requirements that are essential for minimising the risk of legal consequences.

Industries are also subject to constant

change and evolution. Franchisors need to be prepared to be ahead of the game to stay updated on these changes and be able to communicate them effectively to franchisees. This ensures that the network has the time to adapt its operations accordingly.

By supplying the necessary industry guidelines, franchisors empower franchisees to thrive while maintaining brand consistency, compliance and relevance in ever-changing dynamic business landscapes, especially the sector in which we work at Monkey Puzzle – early years education.

In our industry, inspections from OFSTED (Office for Standards in Education, Children’s Services and Skills) are pivotal. They are the standard to which our settings are judged, so it is critical that franchisors like Monkey Puzzle are on top of providing comprehensive information to all their franchisees.

What to do as a franchisee to ensure you’re compliant The good news here is that franchisees themselves shouldn’t be responsible for seeking information to ensure their businesses work within the guidelines – that is the job of the franchisor.

The whole appeal of investing in a franchise rather than going it alone, is that any quality franchisor will take the pressure off its franchisees by communicating all industry policies and legislation – hence the importance of the franchisors being in the know.

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

For our franchisees the level of support is invaluable as the Department of Education sets out the standards that providers must meet to remain compliant. We know that these standards constantly evolve, so rather than expecting our franchisees to manage this alone, we guide them through the process of an OFSTED inspection, being close at hand to ensure our franchisees know what it takes to be compliant.

So, what does Monkey Puzzle do 0to prepare for OFSTED? Knowing when OFSTED inspections will occur is not an exact science, but you can have a good idea when a setting is due. We keep an up-to-date database where we predict which of our nurseries

NEWS

are more likely to be inspected and when.

After developing the general time frame, we can begin to supply the franchisee with the necessary information on how to prepare for their inspection.

Preparation extends beyond the franchisees too – our practitioners often haven’t experienced an inspection, so information needs to filter down to allow them to feel confident and comfortable.

We have annual audits of our franchisees and their setting’s performance. In these meetings we forensically examine their whole framework and recommend areas for improvement from our findings.

To do this successfully, you need to establish good relationships with your franchisees. Showing face with monthly visits is a great way to keep that line of communication positive. When inspection time rolls around, we like to visit more frequently, perhaps every fortnight, so we know everyone is prepared to the nth degree.

We’re a firm believer that if you’re standing still, you’re going backwards.

You need to keep that channel of communication open between franchisor and franchisees. Developing that culture is vital as you look to stay ahead of the curve of industry guidelines.

Being compliant and ethical in your industry is much more than a target within your business plan – but a necessary component of long-term business success. n

www.monkeypuzzlenursery.com

GreenThumb partners with Somerset County Cricket Club T

he commercial partnership between GreenThumb and Somerset County Cricket Club (SCCC) will see the lawn care provider become the Club’s Official Lawn Care Partner. Through the collaboration, GreenThumb branding will be displayed on the sleeve of the cricket club’s Vitality Blast shirts.

Commenting on the partnership, Caroline Herbert, commercial director of SCCC, said: “It’s always exciting when we launch a new commercial partnership and we are looking forward to working with GreenThumb. Hopefully, with their support, we can become the first team to retain the Vitality Blast trophy.

“With branches based across the county, they understand the importance of sport to the future prosperity of the region as a whole. We all begin our sporting journeys in our back gardens, and this is why the two organisations are so well suited.

“The South West is a region that is blessed with many beautiful and iconic cricket grounds and GreenThumb work to help you create something akin to that at home.”

The company’s bespoke lawn treatment programmes are calculated and applied in person by the local GreenThumb branch, to provide the lawn with the exact nutrients it needs at that time. Over

the course of the year, it provides continuous guidance to customers so that the lawn can reach its true potential as the centrepiece of the garden.

‘Tend the lawns of future greats’ David and Claire Sargent who run the local GreenThumb branch said: “We’re thrilled to be involved with SCCC and hope we tend the lawns of future cricket greats such as Garner, Richards, Botham or Shrubsole.”

Sam Forsyth, GreenThumb’s franchisee for the Bristol and Gloucester branches, added: “Gloucestershire might be one of our county rivals but our involvement, alongside David and Claire, speaks to the importance of cricket for the communities we serve.”

Paul Edwards, managing director of GreenThumb, commented. “We look forward to working closely with SCCC to inspire positive change and get more people involved with grassroots cricket.

We also can’t wait to see our logo in action on the field.”

GreenThumb, established in North Wales nearly 40 years ago, has grown to more than 220 branches across the UK and carries out approximately 2.5 million lawn treatment visits to customers’ homes every year. n

www.greenthumb.co.uk

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

BEAUTY SALON FRANCHISE

Saks expands presence in Newark with the opening of a Saks Beauty salon

S

aks Beauty Newark is aiming to become the go-to destination for premium beauty services in the area, as franchisee Anna Leach, rebrands her own salon to join forces with Saks.

Leach (below) who had previously been an educator for the brand Gelish, has seen her former salon The Beautique, converted to Saks Beauty, enhancing and elevating the salon experience and beauty offering, and will benefit from the support the company offers its franchisees.

“

I love being part of the industry because beauty treatments not only help make you look better, but they also help make you feel better.

Leach says she was inspired to join the brand by the success of her friend, Zoe Horbury, owner of a Saks hair salon that is also in Newark, Nottinghamshire.

Expressing excitement of becoming a Saks salon owner, Leach said: “I am extremely honoured to bring Saks Beauty to Newark and look forward to welcoming customers to our new beauty home.

“I love being part of the industry because beauty treatments not only help make you look better, but they also help make you feel better.”

Leach also emphasised the joy of connecting with customers and witnessing the positive impact beauty treatments have on confidence and selfesteem. Her beauty tip reflects her commitment to self-care: “Make time for you. Time out and self-care is so important.”

Another salon in the group that converted to the brand is Saks Hair & Beauty Leeds City. Franchisee Natalie said: “My Saks journey started when I made the decision to expand and introduce hair to my beauty salon.

“I wanted support during this time as it was a big step; but it was important for me to be part of a brand with the same passion and ethos for the industry as me.

I looked at different options, but instantly fell in love with Saks, everything just clicked into place, and I’ve never looked back.” n

Visit saks.co.uk, call 0845 678 0290 or email ownasalon@saks.co.uk

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

ADVICE FOR FRANCHISORS

Knowledge-sharing environment as opposed to the operations manual

By Penny Hopkinson, Founder, Manual Writers International

I

have long advocated reinventing the traditional operations manual as a knowledge-sharing environment. This is a more apt description for the 2020s and beyond, for what the erstwhile dull, textheavy operations manual can become with the increasing use of multimedia and artificial intelligence (AI).

Knowledge sharing refers to the systematic process of capturing, organising, and disseminating intellectual property, business systems, and best practices within the business.

This knowledge exchange is essential for maintaining brand standards, ensuring operational excellence, and providing a consistent customer experience across all franchise locations.

The significance of true knowledge sharing cannot be overstated because it enables franchisors to leverage their expertise and intellectual assets while empowering franchisees with the necessary tools and knowledge to succeed. Effective knowledge sharing benefits the individual franchisees and contributes to the franchise system’s overall strength and competitiveness.

The term ‘knowledge-sharing environment’ is likely to appeal more to the five generations that may be found in one workplace. Work instructions are changing. Instead of using traditional papers and PDFs, we’re shifting to more digital, next-generation methods that incorporate video, providing instant access when needed.

Issue a dull, text-heavy operations manual to today’s tech-savvy Millennials and Gen Z, and you will be lucky to find one who can be bothered to log on and search for the information they need –

let alone read it. They want ‘bite-sized’ information at the point of need – instantly. They are the YouTube, Instagram, and TikTok generations.

This was evidenced recently when I asked a group of Worcester University Business School MBA undergraduates how they preferred to learn. Their recall of the YouTube video of a barista preparing and serving a latte they’d viewed some weeks before was remarkable.

Familiarity with digital platforms Millennials and Gen Z comprise a growing third of the global workforce and have grown up in the digital age.

They are accustomed to using online platforms, social media, and collaborative tools for sharing information and knowledge. A knowledge-sharing environment that leverages these platforms will align with their preferences and habits, making it more appealing and user-friendly.

Participatory and collaborative nature Traditional operations manuals are usually static and one-way, with information flowing from the

organisation to the employees. In contrast, a knowledge-sharing environment encourages active participation, collaboration, and two-way communication. This aligns with the values of Millennials and Gen Z, who prefer to be involved in creating and sharing knowledge rather than being passive recipients.

Continuous learning and improvement A knowledge-sharing environment facilitates continuous learning and improvement by allowing employees to contribute their experiences, insights, and best practices. This dynamic approach resonates with Millennials and Gen Z, who value personal and professional growth and are eager to learn and develop their skills.

Flexibility and accessibility A digital knowledge-sharing environment offers flexibility and accessibility, allowing employees to access and contribute to the knowledge base from various devices and locations.

This aligns with the mobile and flexible work styles preferred by Millennials and Gen Z, who value work-life integration and the ability to work remotely.

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.manual-writers.com

www.franchiseworld.co.uk | Summer, 2024 61

ADVICE FOR FRANCHISORS

“

Franchisors who prioritise and invest in knowledge management systems, training programmes, collaboration channels, and continuous improvement processes will be well-positioned to thrive and weather the economic and political challenges that may affect business.

leveraging these IP assets is essential for maintaining the franchise’s competitive advantage and ensuring consistent brand delivery across all locations.

Knowledge sharing is vital in disseminating these valuable assets to franchisees, enabling them to operate within the established brand guidelines and leverage the franchisor’s expertise.

Social interaction and networking

Benefits of effective knowledge sharing

A knowledge-sharing environment often incorporates social features like discussion forums, messaging, and collaboration tools. These features appeal to Millennials and Gen Z, who value social interaction, networking, and building connections within their professional communities.

Gamification and incentives A knowledge-sharing environment can incorporate gamification elements, such as badges, leaderboards, and rewards, to encourage participation and engagement.

These gamification techniques resonate with Millennials and Gen Z, who have grown up with video games and are motivated by challenges and recognition.

By embracing a knowledge-sharing environment, franchisors can leverage the strengths and preferences of their tech-savvy young workforce, fostering a culture of continuous learning, collaboration, and innovation.

IP as a valuable asset At the core of a successful franchise system lies the franchisor’s IP. This encompasses many assets, including trademarks, trade secrets, copyrights, and patents. These IP assets represent the franchise brand’s unique value proposition and competitive advantage.

Trademarks, such as logos, slogans, and brand names, are crucial for establishing brand recognition and protecting the franchise’s identity. Trade secrets, like proprietary recipes, formulas, or operational processes, provide a distinct competitive edge.

Copyrights protect original works, such as training materials, manuals, and marketing collateral, while patents safeguard innovative products or processes. Of course, protecting and

Effective knowledge sharing within a franchise system offers numerous benefits for franchisors and franchisees.

Benefits for franchisors include: ● By sharing knowledge and best

practices, franchisors can ensure that all franchisees comply with brand standards and deliver a consistent and recognisable customer experience across the entire network. ● Well-structured knowledge-sharing

processes streamline the training and onboarding of new franchisees, reducing the learning curve and enabling them to become operational more quickly. ● Franchisors can leverage their

franchisees’ collective knowledge and experiences to identify areas for improvement and drive innovation within the business system. ● By providing ongoing support, guidance, and access to the latest knowledge and best practices, franchisors can foster a sense of community and increase franchisee satisfaction, ultimately leading to higher retention rates.

Benefits for franchisees include: ● Franchisees benefit from the franchisor’s established business systems, operational processes, and proven strategies, reducing the risk of starting a new business. ● With access to comprehensive training materials, manuals, and ongoing support, franchisees can hit the ground running and achieve profitability more quickly. ● The franchisor provides continuous

support and guidance to franchisees, ensuring they stay updated on the latest industry trends, best practices, and operational improvements. ● A dedicated knowledge-sharing

62 Summer, 2024 | www.franchiseworld.co.uk

platform can facilitate collaboration and networking among franchisees, enabling them to learn from each other’s experiences and share best practices.

Challenges in knowledge sharing While knowledge-sharing benefits are evident, franchisors and franchisees may need help implementing effective strategies. ● As knowledge is disseminated across

multiple locations and individuals, maintaining consistency and accuracy can be challenging, mainly when dealing with complex operational processes or rapidly evolving information. ● Franchisors must balance sharing

valuable knowledge and safeguarding confidential and proprietary information, such as trade secrets or sensitive business data. ● In a global franchise network,

geographical distances and cultural differences can hinder effective knowledge sharing, requiring tailored approaches and localised strategies. With AI, instant translation into almost every language is possible. ● Fostering a culture of knowledge

sharing and encouraging franchisees to contribute their experiences and insights actively can be challenging, especially in large or geographically dispersed networks.

Strategies for effective knowledge sharing Franchisors can implement various strategies and leverage technology solutions to overcome these challenges and maximise the benefits of knowledge sharing.

For example, a centralised knowledge management system, such as The Ops Portal, can be a comprehensive repository for all franchise-related information.

Functionality includes: ● Presentation of operations manual

information in a web-based format. ● Accessible on PCs and mobile

technology. ● Dashboard facility to anchor all

software systems/CRMs to one place. ● Dashboard presentation of KPI data.

training to update them on new developments and best practices.

Organising interactive workshops, webinars, and regional meetings facilitates knowledge sharing, addresses common challenges, and fosters a sense of community among franchisees. ● On-screen information – no document download is necessary except where required for local customisation. ● Content management – including links to videos, presentations, and documents. ● All the operating standards are

presented in one place, with options for engaging formats, including flow charts, videos, and presentations. ● Update management, broadcast, audit, KPI data, and review status. ● Contacts and supplier directory functions.

Alternatively, a dedicated knowledgesharing platform such as Manual.to – dubbed ‘TikTok for Training’ – enables franchisors to see what gets created, shared, and read and by whom to improve productivity, employee engagement and retention, quality, safety, and well-being.

Imagine that you, an experienced barista, know how to strip down and clean the coffee machine at the end of the working day. Then, with the help of a smartphone or tablet, you can document all the steps, as you would explain them to a baristain-training.

Save it once you’ve gone through that process, and the software gives you a QR code to stick on or near the machine. In this way, anyone can refer to the practical knowledge of an expert, even long after their retirement – instantly, anywhere and in any language.

Training and development programmes Comprehensive initial and ongoing training and development programmes are essential for effective knowledge sharing within a franchise system. The franchisor provides franchisees with thorough initial training on the franchise’s operations, systems, and brand standards. It offers ongoing

Mentorship and coaching programmes pair experienced franchisees with new or struggling franchisees to provide personalised guidance, share best practices, and offer valuable insights.

Collaboration and communication channels Fostering open communication and collaboration among franchisees is crucial for knowledge sharing.

Franchisors can leverage these channels, for example: ● Establish advisory councils or committees comprising franchisees to provide feedback, share experiences, and contribute to decision-making. ● Create online forums and discussion

Franchising from both sides of the fence

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

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

Plus: sample franchise and master franchise contracts

boards where franchisees can ask questions, share ideas, and discuss best practices with their peers and the franchisor’s support team. ● Utilise social media groups and messaging platforms to facilitate realtime communication, share updates, and foster community among franchisees.

Continuous improvement and updates Knowledge sharing is an ongoing process that requires continuous improvement and adaptation.

Franchisors should implement strategies to: ● Plan to review and update shared knowledge to ensure it remains relevant, accurate, and aligned with the latest industry trends and best practices. ● Actively solicit their franchisees’ feedback and insights, and incorporate their best practices and experiences into the knowledge base. ● Adapt to changing market conditions and trends by monitoring market conditions, consumer preferences, and industry trends, updating the shared knowledge accordingly to maintain a competitive edge. n

Click here to read online for free!

www.franchiseworld.co.uk | Summer, 2024 63

FRANCHISE MARKETING MADE EASY

SOCIALS

PPC

SEO

GET ENGAGEMENT. GET CLICKS. GET SEEN. Mayfly Internet Marketing is the go-to digital marketing agency for franchises.

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Book a free consultation.

Grow your franchise today with Mayfly Internet Marketing 0151 254 1727 MAY-FLY.CO.UK

IT FRANCHISE

Vodafone Business IT Hub offers the chance to run your own IT franchise Vodafone explains that its Hubs will be limited companies trading under the Vodafone brand, and will employ their own local technicians, account managers and engineers.

The Hubs will also sell a portfolio of Vodafone products and services alongside selected products from worldclass partner vendors, enabled by an industry leading platform, with IT software, services, and resources.

V

odafone Business has launched a new channel called Vodafone Business IT Hubs, offering new local franchise opportunities for entrepreneurs and IT experts alike.

The company says it is looking for more than 300 franchisees across the UK to set up a Vodafone Business IT Hub in their area, forming part of its new strategic drive to help SMEs (small to medium-sized businesses) better manage and get the most from their IT solutions.

Each Vodafone Business IT Hub will have a local territory in which it will offer an outsourced one-stop-shop for IT and communications managed services.

Support on offer will include help with

“

Miryem Salah, chief data officer and head of Vodafone Business IT Hubs, said: “We know that business owners need to prioritise serving their customers and growing their business; in a busy world this doesn’t always leave the time or the resource to keep on top of their IT estate or manage multiple suppliers. hardware and applications, alongside connectivity and security.

The franchisor says the target market for the hubs will be SMEs who are resourcelimited and don’t have their own internal IT support function available.

Vodafone adds that research by the British Chambers of Commerce found that many SMEs needed IT support as 37% believed they lacked the capacity to manage multiple ICT suppliers, contracts, and licences. Whilst 25% of SMEs felt their current digital tools were not resilient enough to help protect their business from online threats including phishing, ransomware, and password hacking.

We can offer our franchisees the capability, scale and confidence that comes from working with a large global brand, as well as finance and marketing support, while they can offer the technical skills and local knowledge to build a successful business that supports the local SME community.

“At the same time, we know there are IT experts sat at their desks across the UK who have a dream of setting up their own businesses but need some support to get started. That’s where we come in.

“We can offer our franchisees the capability, scale and confidence that comes from working with a large global brand, as well as finance and marketing support, while they can offer the technical skills and local knowledge to build a successful business that supports the local SME community.

“We’re excited to start this journey with our new franchisees in 2024 and beyond.

I’d urge anyone with an interest to get in touch.”

People interested in taking on a Vodafone Business IT Hub franchise opportunity should click the link below for further information. n

Vodafone Business IT Hub Franchisee | Vodafone UK.

www.franchiseworld.co.uk | Summer, 2024 65

ADVICE FOR FRANCHISORS

Future-proof your franchise marketing with Google’s Consent Mode

By James Lavender, Content Writer, Mayfly Internet Marketing

F

or franchisors, customer data is a goldmine. It helps you tailor your marketing strategies and track their impact, following customers from the first impression to the last click. It shows you which web pages are converting and where customers are dropping off. It can even reveal opportunities for expanding your franchise into new areas.

But customers increasingly want businesses to respect their privacy choices – and regulators are giving them legal support. As new laws like the EU’s Digital Markets Act (DMA) come into effect, it’s more important than ever that you take your customers’ privacy seriously.

And if you use any of Google’s powerful marketing tools, including Google Ads and Analytics, you don’t have a choice.

In March, Google introduced a new version of Consent Mode. This is a tool for allowing visitors to your website to opt in or out of tracking – and it’s now mandatory for gathering personalised customer data using Google’s suite of tools.

cookies can also track users across different websites and during multiple visits to the same site, building a comprehensive profile of their behaviour, all without personally identifying the user.

For franchisors, this data is incredibly valuable. It paints a detailed portrait of your customers – who they are, where they’re coming from, and how they interact with your website. It reveals which pages capture their attention and which products or services they’re most interested in.

It’s also fundamental for measuring your marketing efforts. It allows you to follow a user from their initial interaction with your ad, through their website journey, to the final conversion. This is vital for optimising your strategies and reaching back out to potential customers through remarketing efforts.

However, there’s a downside. For some customers, this level of tracking can feel invasive. They would prefer not to be followed across the web and have their activity recorded.

So, how does Consent Mode impact franchise marketing, and how can you adapt?

Respecting this choice has been a legal

Consent Mode: Putting customer privacy first

About the author

Want a cookie? This is the question at the heart of Google’s Consent Mode.

Cookies have been fundamental to digital marketing since its inception.

These small files are downloaded to a user’s computer and gather a wide range of information about their online activity – from their general location to the specific pages they visit. Crucially,

requirement in the UK since 2002’s ePrivacy Directive, which required businesses to get consent before using “non-essential” cookies. This was strengthened by the introduction of the General Data Protection Regulation (GDPR) in 2018.

However, what counts as consent hasn’t always been clear. Many businesses have relied on “implied consent” – as long as a site makes clear it uses cookies, any user who doesn’t click off is assumed to have consented. But this has increasingly been viewed as insufficient, especially under the GDPR. Now, with the recent introduction of the EU’s DMA, Google has made some key changes to how it approaches privacy rules. This regulation targets six “gatekeepers” operating digital services in the EU, including Google, Microsoft and Meta. These companies must adhere to various new regulations, including new cookie consent rules.

In order to comply, Google made Consent Mode mandatory for any business using its core marketing tools to track users in the EEA (European Economic Area) or UK. Let’s look at

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

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

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

66 Summer, 2024 | www.franchiseworld.co.uk

how it works – and the potential impact on franchises.

Consent Mode for franchises: What does it mean?

Google’s Consent Mode is essentially a streamlined and – most importantly – compliant way for businesses to obtain and manage user consent for data collection.

In simple terms, it’s a tool that allows you to ask your website visitors for permission before collecting their data through Google’s advertising and analytics platforms. If they say yes, you can track their behaviour and use that data to improve your marketing. If they say no, Google’s tools will still work, but they’ll collect less detailed information.

This is usually achieved by serving visitors a pop-up when they first arrive on your site, offering them various tracking options.

There’s no way around it: implementing Consent Mode will likely result in you losing out on some customer data. If you give people the opportunity to say no to tracking, at least some of them are going to take advantage – especially if this comes as part of an obtrusive pop-up.

This change affects all businesses using Google’s tools, but franchises face unique challenges. If your franchisees have control over their marketing efforts or their website, they may implement Consent Mode differently. This can lead to differing levels of consent between locations. Suddenly, it’s not as easy to compare data from across your network to draw conclusions about fluctuations in demand.

An overall decrease in location data across your network has other consequences, too. It becomes harder to understand local markets and tailor strategies effectively. You might struggle to assess interest in specific franchise locations, personalise marketing campaigns for those areas, or identify untapped markets for expansion.

Ultimately, optimising local operations and making informed decisions about franchise growth might become significantly more challenging.

Navigating the challenges of Consent Mode As you may have gleaned from the above, Consent Mode is not necessarily good news for your franchise marketing

If they do opt out, you won’t be able to track their specific actions on your website, use remarketing to re-engage them, or accurately attribute conversions to your marketing campaigns. This can make it harder to personalise your marketing efforts and measure their effectiveness.

efforts. So, what can franchises do to minimise the impact?

Essentially, you have three options: ● Ignore it. This is the easiest option in

the short term, but it means that you won’t be able to gather new data about users in the EEA or UK using Google Ads or Analytics. You also risk falling foul of data protection laws. Basically, this is a bad idea.

● Implement it. This is the most

straightforward and compliant approach, allowing you to continue using Google Ads and Analytics. However, this will likely result in you seeing less personalised user data than you’re used to.

● Find an alternative. Google’s tracking tools are free and powerful, hence their popularity. But there are alternatives that will still deliver the level of user data you’re accustomed to – at a cost.

This may feel like a lose-lose proposition – or lose-lose-lose, even. But it’s worth noting that there are ways to implement Consent Mode effectively and limit the decrease in customer data. Here are three key tips you can use to guide your approach: ● Keep it consistent. If your franchisees manage their own marketing activities, it’s essential you adopt a coordinated approach to Consent Mode across your network.

● Deliver value. Use your user data to deliver tailored offers based on past purchases or discounts on local services.

This makes consent seem more of a twoway street.

“

Implementing Consent Mode will likely result in you losing out on some customer data. If you give people the opportunity to say no to tracking, at least some of them are going to take advantage – especially if this comes as part of an obtrusive pop-up.

● Craft a compelling message. A cookie consent pop-up is your chance to really convince the visitor that agreeing to cookies benefits them, too. Don’t rely on boilerplate – write something that speaks to them directly.

By embracing these strategies, franchises can adapt to the evolving privacy landscape, maintain compliance, and continue to harness the power of customer data for growth. n

www.may-fly.co.uk

www.franchiseworld.co.uk | Summer, 2024 67

NEW TO FRANCHISING?

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

By Nick Riding, Editor, Franchise World magazine

T

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

Q What is business-format franchising?

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

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

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

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

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

Q What is it going to cost me?

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

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

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

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

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

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

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

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

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

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

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

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

68 Summer, 2024 | www.franchiseworld.co.uk

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

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

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

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

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

Q Which franchise should I buy?

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

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

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

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

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

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

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

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

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

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

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

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

This question is often overlooked.

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

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

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

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

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

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

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

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

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

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

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

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥

www.franchiseworld.co.uk | Summer, 2024 69

NEW TO FRANCHISING?

FITNESS FRANCHISE

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.

Studio Pilates’ second UK fitness studio opens

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.

S

tudio Pilates International, the Australian fitness franchise, has opened its second UK studio in Putney, southwest London, following the launch of its first outlet in Exeter, Devon.

“The success of our studios demonstrates the enduring appeal of boutique fitness offerings and the positive impact they can have on local economies.”

With initial plans for nine studios in the UK and Ireland, the health and wellness brand is aiming to make further strides across the UK over the next five years, with Studio Pilates’ projections indicating over eight million client visits and revenue exceeding £200m for its UK franchisees.

The franchisor says the new locations have hit the ground running attracting over 2,000 customer sign-ups from day one, generating healthy revenue figures, and with classes available morning, noon and night, the Putney studio is poised to accommodate the diverse schedules of a growing community of enthusiasts.

Established in 2002 and now operating across five countries, Studio Pilates says it facilitated over 1.7 million workouts last year, underscoring its pivotal role in promoting health and wellness on a global scale.

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

Jade Winter (left), co-founder and chief executive of Studio Pilates International, said: “We’re thrilled to see the continued interest in our franchise opportunities and the ambition of entrepreneurs to bring Studio Pilates to their communities.

“From the moment you step through our doors and are greeted by the soft glow of chandeliers and the warmth of dark hardwood floors, you’ll know you’ve entered a space that transcends traditional fitness centres.

70 Summer, 2024 | www.franchiseworld.co.uk

‘A destination for health, wellness, and community’ Rachel Franklin, franchisee of the Putney studio, said: “The opening of our Studio Pilates marks a significant shift in the UK’s fitness landscape.

With our luxurious studio setting and innovative approach to Pilates, we’re not just providing a workout – we’re creating a destination for health, wellness, and community.

“As Reformer Pilates continues to surge in popularity, we see an incredible opportunity to not only transform bodies but also contribute to the thriving business community in the UK.” Studio Pilates, with the anticipation of a further 55 worldwide studios in the pipeline, says it remains dedicated to its mission of changing the way the world workouts through its business model and value to customers. n

www.studiopilates.com

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