Franchise World | Summer 2025

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

Summer | 2025

FranchiseWorld Covering franchising since 1978

Paris Baguette’s opportunity in the UK’s bakery café market

Since 1988, Paris Baguette has been more than just a bakery café, it’s a destination where the art of baking and the warmth of hospitality come together.

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

tenreformer

A boutique brand focusing exclusively on Dynamic Reformer Pilates classes.

PayMore

The U.S. ‘Buy, Sell & Trade Electronics’ store has opened its first UK outlet.

BFA membership

‘There is a world of education and support to be had from being a member.’

tenreformer. An unmissable market opportunity from the UK’s leading Pilates provider While the UK fitness sector is growing strongly, Reformer Pilates is outperforming the sector spectacularly. It’s now the most searched for workout on google. And with fewer than 1,000 Pilates providers for the whole of the UK, demand remains untapped.

Against that backdrop, meet tenreformer. Created by Ten Health & Fitness, Reformer Pilates brand leader and acknowledged sector expert, it’s an unmissable opportunity for ambitious entrepreneurs. t Single and master license options available from £25,000. t Full payback approx 26 months, 5-7 times est ROI. t Funding available through HSBC, Bluestone leasing and the Growth Guarantee Scheme. t No fitness sector experience necessary. We provide all the support needed to grow & scale your business.

Interested? Let’s talk. web: tenreformer.com email: info@tenreformer.com insta: @tenreformer

tenreformer powers the UK’s Reformer Pilates market with its built-for-success model Ten Health & Fitness, one of the UK’s leading premium wellness brands with 10 studios across London, entered the franchise market earlier this year with its new boutique franchise brand, tenreformer, focusing exclusively on Dynamic Reformer Pilates classes.

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CONTENTS...

PayMore opens its ‘Buy, Sell & Trade Electronics’ UK outlet

PayMore, founded in New York in 2011, offers an omnichannel model that combines in-store electronics trade-ins, certified pre-owned sales, device repair, and e-commerce through a proprietary tech platform.

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

‘Greatest Spud on Earth’ at SpudBros Express

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UK food brand SpudBros, which has seen demand for its loaded jacket potatoes ‘skyrocket with millions of online followers’, have announced the launch of its franchise concept, SpudBros Express.

KH Hair ‘highlights’ its 40th year of franchising success The hairdressing business adopted the franchising model in 1985, which coincided with the retirement of its owner, Keith Hall MBE. He saw the business model would enable junior partners to run their own KH Hair salon.

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➥

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Page 27 Fat Phill’s enters its second international market

The Amsterdam-based smash burger brand, Fat Phill’s, has signed a multi-unit agreement for the Republic of Ireland.

The first location is to open in Temple Bar, Dublin – one of the city’s most vibrant and high-footfall hospitality locations.

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Townhouse’s franchise agreement for Scotland

Townhouse, the luxury nail salon brand, and one of the fastest-growing companies in Europe (ranked by the Financial Times 2025 FT1000 list), has announced a franchise agreement for Scotland with The Explorer Group.

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Razzamataz rebrand to reflect the needs of its students

Razzamataz has rebranded to ensure its theatre schools remain relevant to young people by providing them with a platform for building confidence and equipping them with the soft skills to thrive at school.

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Starting smart by investing in an Ovenu franchise resale

When Warrington-based entrepreneur, Andy Phillips, decided to take control of his career, he made sure he didn’t start from scratch but start smart by opting to invest in a franchise resale.

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Marugame Udon has announced a master franchise agreement with Karali Group in a move to accelerate growth with the development of new outlets across the UK and Ireland.

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Wendy’s on track to open its 50th UK restaurant

The quick service restaurant brand reports it’s on track to open the 50th UK outlet this year, and is investing approximately $70m in its Build-To-Suit programme in 2025 to accelerate expansion in the UK, U.S. and Canada.

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True’s strategic investment in German Doner Kebab

True, an investment and innovation firm, has announced its strategic investment in German Doner Kebab to support the Middle Eastern QSR brand’s continued rollout in the UK, and accelerate growth across existing and new markets globally.

Marugame Udon appoints UK and Ireland master franchisee

Georgy Shooters to franchise immersive entertainment bars

Georgy Shooters, the immersive entertainment bar that reimagines the ‘party experience’, has announced a strategic move into franchising to take its concept worldwide and is looking for franchise partners in the UK.

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FranchiseWorld magazine

Editor Nick Riding nick@franchiseworld.co.uk

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

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

Summer 2025 – No. 245

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

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

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

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

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

Official Media Partner of the BFA

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

Revive! franchisee with ‘impressive ambitions’ to drive growth Revive! Auto Innovations has launched in King’s Lynn, Norfolk, with franchisee Jake Neadley, to provide mobile SMART vehicle repairs to car dealerships and vehicle owners across the region.

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ADVISORY ARTICLES How BFA membership supports growth and success

Whether you’re just starting out or looking to expand your growing franchise, there is a world of education and support to be had from being a member of the British Franchise Association.

By Pip Wilkins, Chief Executive, British Franchise Association

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From Kütchenhaus customer to showroom franchisee

‘There is no silver bullet to franchisee recruitment’

Kuldeep Saimbi took his love for his Kütchenhaus German kitchen to the next level by transitioning from a delighted customer to becoming a franchisee.

Recruiting franchisees takes more time, effort, energy, money and determination than ever before. The constant is making sure that prospects know you’re at the races with consistent, honest content and messaging.

Gong cha’s franchise deal to open over 225 UK stores

By Rik Hellewell, Founder, Ovenu

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Gong cha, the bubble tea brand, has signed a UK franchise agreement with Jinziex. The agreement is an important part of its global expansion strategy to scale to 10,000 sites by 2032.

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Marco Pierre White Restaurants cover growth across its brands

The Marco Pierre White Restaurants group has reported its franchise estate has enjoyed continued cover growth during the first quarter of 2025 compared to the year before.

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Doner Shack expands in Glasgow with multi-unit franchise agreement

Doner Shack, the Berlin-inspired kebab brand, is expanding its footprint in Scotland with a three-site franchise agreement with Abrar Khaliq, a Glaswegian entrepreneur.

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PR and media trends you can’t ignore to stay ahead

Whether you’re a franchisor or a franchisee, one thing is certain: if you’re still relying on the same PR and media tactics from five years ago, you will be missing out. To stay ahead, brands need to understand where media is headed and how to leverage emerging trends to maintain credibility, visibility, and trust.

By Lucy Archer, Co-founder, Rev PR

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Should franchising be regulated or self-regulated?

Why more franchisees are selling than you might think

While much of the sector’s attention focuses on new franchise openings and recruitment, there’s another equally valuable story unfolding quietly across the UK – a wave of established franchisees preparing to sell their thriving businesses and pass the torch.

By Emma Bohan, Co-Director, Franchise Resales

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Think global, act local: The master franchise investment

A master franchise model requires a careful balancing act between maintaining brand consistency and adapting to regional markets. A onesize-fits-all approach can miss important local nuances, while deviation from the core brand can lead to inconsistency.

By Jason Clark, Franchise Sales Director, Body Fit Training

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Transform hidden know-how into a valuable asset

By creating a knowledge-sharing environment, franchisors can transform know-how and best practice from an outdated static tome into an accessible engaging valuable digital hub, where team members participate, learn and grow.

By Penny Hopkinson, Founder, Manual Writers International

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The evolution of franchising: Past, present, and future

Franchising is regulated in a significant number of countries that have franchise specific laws. In the UK, franchising is ‘unregulated’ in the sense that there is no franchise-specific regulation or regulator. The arguments for and challenges of both approaches.

Franchising is one of the most powerful engines for global business growth, it has unfolded across multiple continents, industries and cultures, but it never stops developing and changing.

By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

By Farrah Rose, Head of International Franchising, The Franchising Centre

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

RETAIL FRANCHISE

PayMore opens its ‘Buy, Sell & Trade Electronics’ UK outlet P

ayMore, a leading U.S.-based ‘Buy, Sell & Trade Electronics’ franchise, has expanded into the UK marking the brand’s first entry into the European market.

quick-service franchises, the duo said they are now shifting their focus to the tech retail sector.

The inaugural store has opened in Luton, Bedfordshire, with the co-founders of the brand, Stephen R. Preuss Sr. and Erik Helgesen, visiting the UK to support the opening, and meet with prospective franchisees interested in developing PayMore across the region.

PayMore’s UK launch is being spearheaded by Liam Dalgarno and Nin Atwal, who are both former Subway Regional Developers that managed nearly 450 locations across the UK. With over 20 years of experience growing

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Preuss Sr. commented: “With experienced operators like Liam and Nin leading the charge, and growing

MULTI-UNIT AGREEMENT

demand for resale technology, we see real potential for PayMore across the UK and beyond.”

Omnichannel business model

Founded in New York in 2011, PayMore said it has grown rapidly in the U.S. with 75 stores open and over 600 units in development, offering an omnichannel business model that combines in-store electronics trade-ins, certified pre-owned sales, device repair, and e-commerce through a proprietary tech platform.

The franchisor explained that is serves consumers seeking more affordable and sustainable ways to access technology and according to Statista, the global used electronics market is expected to surpass £11bn by 2027 as consumer demand increases.

Dalgarno and Atwal added that the appeal of PayMore lies in its simplicity, strong tech infrastructure, and growing consumer alignment.

“Coming from the food franchise world, we were amazed by the simplicity of PayMore’s model,” said Dalgarno. “The limited hours, online revenue stream, and strong unit economics stood out immediately. It’s a smart, modern retail concept with room to scale.”

l PayMore is seeking franchisees nationwide and specifically master franchisees in international markets.

Fransmart, a U.S. franchise development consultancy, are handling the franchise enquiries. n

www.fransmart.com/paymore

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Coming from the food franchise world, we were amazed by the simplicity of PayMore’s model. The limited hours, online revenue stream, and strong unit economics stood out immediately.

“

The Irish market has a dynamic food scene and a strong appetite for high-quality, craveable fast-casual dining – our concept fits perfectly.

Fat Phill’s enters second international market F

at Phill’s, the Amsterdam-based smash burger brand, has signed a multi-unit franchise agreement for the Republic of Ireland. The deal marks the second international market entry for the brand, following its expansion last year into the UK.

The new agreement for Ireland with a local operator was brokered by the London-based food and beverage franchise consultancy, Seeds Consulting.

The deal includes a development plan to roll out multiple locations across the region over the next five years.

Under the agreement, the first Fat Phill’s site for Ireland has already been secured in Temple Bar, Dublin – one of the city’s most vibrant and high-footfall hospitality locations.

Founded in 2019 by Armin Vahabian, Fat Phill’s has grown to 20 locations across the Netherlands, serving its freshto-order smash burgers, American-style sandwiches, and indulgent loaded fries.

Vahabian commented: “We’re incredibly proud to be taking Fat Phill’s to the Republic of Ireland, our second international market. It’s a key milestone in our vision of becoming a truly global brand.

“The Irish market has a dynamic food scene and a strong appetite for highquality, craveable fast-casual dining – our concept fits perfectly. We look

forward to growing with our new partners and bringing the Fat Phill’s experience to more burger lovers.”

‘Proven to deliver for franchisees’

Matteo Frigeri, founder of Seeds Consulting, added: “This agreement highlights the international potential of the Fat Phill’s brand. It’s a concept that’s proven to deliver for franchisees, not just in terms of return of investment (ROI) but in customer loyalty and brand impact. We’re confident that the new Irish partner will replicate the same success seen in the Netherlands and the UK.”

Fat Phill’s said the new agreement reaffirms its appeal as a scalable, high ROI franchise concept that resonates across diverse markets, particularly among Gen Z and Millennial consumers who crave both quality and brand experience. n

www.seeds-consulting.co.uk/fat-phills

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EWiF AWARD WINNERS

LUXURY NAIL SALON FRANCHISE

Winners of the EWiF Awards 2025

THE winners of the NatWest EWiF (Encouraging Women into Franchising) Awards 2025 have been announced. The awards celebrate women in the franchise sector – champions of innovation, leadership and unstoppable drive.

Helen Mansfield, managing director of EWiF, said “I’m so proud to celebrate this year’s amazing winners. These women are not only achieving great things – they’re inspiring others and helping shape the future of franchising.”

The award winners 2025 are...

New Woman Franchisee Shanu Subra, McDonald’s l

New Woman Franchisor Karen Neil, Cardea Healthcare l

Young Woman in Franchising Lucy Crabtree, Babyballet l

Woman Franchise Employee Rene Swart, Snap Fitness l

Inspirational Woman Rebecca Dean, Concept Claims Solutions l

Woman Franchisor of the Year Anna Neville, Kidslingo l

Woman Franchisee of the Year Lynne Kerrison, Tutor Doctor l

l Service Provider and Overall Woman in Franchising Monica Basuc, Atlas Mapping

EWiF Ambassador of the Year Catrina Newman, Goldstein Legal l

The headline sponsor of the awards were NatWest, and the awards attracted over 100 entrants.

l EWiF, a not-for-profit organisation, remit is to encourage women to consider buying a franchise, franchise their existing operations, and to help franchisors attract more women to their networks. n

“

This is a significant moment for the brand. We’re incredibly excited to bring Townhouse to Scotland and to do so with a partner of this calibre. – Jonathan Millet

Townhouse’s franchise agreement for Scotland

T

ownhouse, the luxury nail salon brand and one of the fastestgrowing companies in Europe (ranked by the Financial Times 2025 FT1000 list), has announced a franchise agreement for Scotland with The Explorer Group.

Owned by the East Lothian-based Geddes family, The Explorer Group is a leading operator of premium brands in Scotland with multi-site franchise operations across Starbucks, M&S Food and Regus.

Townhouse currently operates over 40 locations across the UK and U.S., and has earned the loyalty of customers and celebrities alike for its quality salons that delivered over 500,000 treatments last year.

‘Multi-million pound investment’

Sean Geddes, managing director of The Explorer Group, said: “This is the beginning of an exciting partnership.

We are proud to welcome Townhouse to our stable of high quality brands that we operate, and expect this multi-million pound investment in Scotland to produce over 150 jobs in the medium term.”

Jonathan Millet, chief executive and co-founder of Townhouse, commented: “This is a significant moment for the brand. We’re incredibly excited to bring Townhouse to Scotland and to do so with a partner of this calibre.

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● The Beverly Hills salon.

“The nail salon market generates nearly £2bn in revenue annually in the UK and $10bn in the U.S., and yet remains one of the last markets with no major brand for customers to rely upon.”

Townhouse explains the announcement follows the recent acquisition of a premium New York nail brand and its debut in Beverly Hills, that will provide a strategic foothold for further U.S. growth as it looks to expand through both company-owned and franchised locations.

The company added that performance remains strong, with salons open for more than two years recording likefor-like growth in excess of 25 per cent in 2024 and achieving 75 per cent of monthly revenue from returning customers. n

www.townhouse.co.uk/franchise

QSR STRATEGIC INVESTMENT

True’s strategic investment in German Doner Kebab set to accelerate growth T

rue, an investment and innovation firm, has announced its strategic investment in German Doner Kebab (GDK), the Glasgow-headquartered owner of the quick service restaurant (QSR) brand in the UK and internationally.

True will support GDK’s continued rollout as the leading Middle Eastern QSR brand in the UK and accelerate growth across existing and new markets globally.

Since launching in the UK in 2015, GDK has grown to more than 145 locations in the UK and over 170 globally under the ownership of Hero Brands and the leadership of Simon Wallis, chief executive of GDK. Hero Brands, the majority investor in GDK since 2016, will continue as an investor and key partner as the business looks to further deliver strong growth.

‘Redefined the kebab experience’

GDK explains that it has redefined the kebab experience whilst building an exciting Gen-Z focused brand rooted in music, sport and popular culture. And, it has developed an extensive menu of fresh to order products featuring premium lean meats, unique toasted waffle bread and handmade signature sauces.

Wallis commented: “We are delighted to be partnering with True. Their extensive understanding of brands and consumers will be hugely valuable.

“At GDK we are inspired by our purpose

“

At GDK we are inspired by our purpose to elevate the kebab eating experience and it’s great to be working alongside a partner that shares the vision of dominating the kebab category. – Simon Wallis

“

We have built an incredible team at GDK focused on delivering for our partners, franchisees and guests, and we are looking forward to the next phase of the GDK journey with True. – Athif Sarwar

to elevate the kebab eating experience and it’s great to be working alongside a partner that shares the vision of dominating the kebab category across the world and in every neighbourhood we operate in.”

Paul Cocker, chief executive and co-founder of True, added: “I’m excited to welcome another exceptional business to our growing portfolio of high-growth brands. While the macro environment remains volatile and trading conditions are challenging for many consumer businesses, our focus remains firmly on the long term.

“We believe this climate offers a unique opportunity to back outstanding management teams who are building enduring, category-defining brands.”

Salman Siddiqui, chief investment officer at Hero Brands said: “Our goal is to incubate innovative ideas and use our platform’s ability to scale brands at pace by harnessing the power of culture.

“It is rewarding to witness – as the GDK partnership with True demonstrates – how our approach is delivering results, as we continue to populate our platform

with new ideas, new talent, and new resource.”

Athif Sarwar, executive chair of Hero Brands, added: “The GDK movement has been blessed with monumental growth. We have built an incredible team at GDK focused on delivering for our partners, franchisees and guests, and we are looking forward to the next phase of the GDK journey with True.”

Richard Sharpe, managing director of True and a new board member at GDK commented: “GDK is an exciting brand with a highly attractive business model in the resilient QSR sector.

“We have known the team at Hero Brands and GDK for a number of years and are excited to partner with Athif, Simon and the team, to continue supporting the exceptional growth in collaboration with our franchisees and delivering great customer experiences.” l GDK, founded in 2014, in addition to locations across the UK, has outlets in Canada, the Middle East, Sweden and the U.S. n

www.gdk.com/franchise-opportunity

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GLOBAL BRAND UNIQUE PRODUCT RANGE PROVEN FRANCHISE CONCEPT COMPREHENSIVE FRANCHISE SUPPORT

paris baguette NEIGHBOURHOOD BAKERY & CAFE

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

Scan to Explore Franchise Opportunities

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

BAKERY CAFÉ FRANCHISE

Discover Paris Baguette’s opportunity in the rapidly growing bakery café market A

t Paris Baguette, we’re more than just a bakery café – we’re a destination where craftsmanship, comfort, and community come together.

Since 1988, our guests have enjoyed the

finest pastries, cakes, artisan breads, and expertly brewed coffee in a welcoming and stylish setting.

With more than 4,000 locations around the globe, we’re excited to bring our

French-inspired bakery experience to the UK – and we’re inviting passionate partners to join us on this journey.

Our UK expansion is well underway.

Following the successful debut of our ➥

www.franchiseworld.co.uk | Summer, 2025 11

Reach your goals.

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

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

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.

BAKERY CAFÉ FRANCHISE

“

With a time-tested business model, global brand recognition, and unmatched franchisee support, we offer everything you need to build a successful venture.

thriving locations at Battersea Power Station and High Street Kensington in 2022, we’ve continued to build momentum with our first franchise store in Canary Wharf in October 2024.

Why Choose a Paris Baguette Franchise? l A Trusted Global Brand

Paris Baguette has built a reputation for excellence over decades, with successful operations in 10 countries.

The UK represents our second European market and a key growth area for our international network. l A Booming Market

The UK’s appetite for high-quality bakery cafés continues to grow – and Paris Baguette is ideally positioned to meet that demand with our unique concept and premium offerings. l End-to-End Support

We’re with you every step of the way.

From choosing the perfect site and

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

l A Committed Leadership Team

Our leadership is hands-on and dedicated to franchisee success. We work closely with our partners to drive performance, uphold quality, and strengthen local community ties.

words. They’re the foundation of our culture and guide every decision we make.

Help Shape the Future of Bakery Cafés in the UK

What Sets Paris Baguette Apart?

Paris Baguette is gaining momentum fast, and the UK’s flourishing bakery café market presents an ideal environment for growth.

l Community-Centred Culture

Every Paris Baguette café is designed to feel like a local favourite – warm, inviting, and connected to the neighbourhood it serves. l Signature Menu

We offer a thoughtfully curated selection of fresh, chef-inspired products including pastries, cakes, artisan breads, snacks, and speciality coffee – perfect for any time of day. l Showstopping Celebration Cakes

Our beautifully handcrafted cream cakes are ideal for marking life’s special moments, big or small. l Our CAKE Values

Collaborative, Authentic, Kind, Excellent – these values are more than

With a time-tested business model, global brand recognition, and unmatched franchisee support, we offer everything you need to build a successful venture.

Interested in Joining Us?

Connect with our franchise director, Belinda, belinda@parisbaguette.co.uk, and take the first step toward owning your own Paris Baguette bakery café.

Let’s create something exceptional – together. n

www.parisbaguette.uk

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Advertorial

Next up: a new bakery café opening in Notting Hill Gate in 2025, plus recently signed agreements for additional stores – including our first in Ireland – marking a bold step forward in our European growth.

designing your store to training, marketing, and day-to-day operations, our comprehensive franchise support system is designed to help you thrive.

REFORMER PILATES FRANCHISE

tenreformer powers the UK’s Reformer Pilates market with its built-for-success model A

s the UK fitness scene reaches a record-high valuation of £6bn, and with almost 17% of the population holding gym or wellness memberships, boutique and specialist offerings continue to gain traction.

Leading the charge is Reformer Pilates.

Once considered a discipline reserved for dancers and elite athletes, the practice has experienced mainstream adoption with growing consumer interest in mindful, low-impact, results-driven exercise.

Despite the explosive rise in demand, the UK market remains under-served.

With fewer than 1,000 Pilates studios currently operating across the country, there is untapped demand ripe for franchisees to capitalise on.

Backed by experts

Ten Health & Fitness, one of the UK’s leading premium wellness brands with 10 studios across London, entered the franchise market earlier this year, with its new boutique franchise brand, tenreformer, focusing exclusively on Dynamic Reformer Pilates classes.

Pioneers in the wellness space, Ten Health & Fitness has provided London with a holistic approach to physical wellbeing since it launched in 2007, and has long been recognised as brand leader

and one of the UK’s most trusted and established names in the fitness industry.

Over the past 20 years, it has cultivated a loyal and growing client base and earned an outstanding professional reputation thanks to a unique approach that seamlessly combines Pilates, physiotherapy and fitness into one clinically-informed system.

This depth of knowledge, expertise and experience is what powers tenreformer – a purpose-built franchise designed to deliver Ten’s award-winning Reformer Pilates model to more communities across the UK.

Franchisees are not stepping into an untried or experimental brand – they are buying into a proven model built on Ten Health & Fitness’ long-standing success and underpinned by two decades of operational excellence.

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A tenreformer ‘business-in-a-box’ franchise system gives partners everything they need to launch, operate and scale a profitable Pilates studio with continued support at every stage. From funding and finance to studio location, recruitment and marketing, tenreformer franchisees are guided by a dedicated team of experts.

Operations are streamlined through centralised systems for scheduling, performance tracking, health and safety and HR. And with a clear and wellsupported pathway from enquiry to launch, owners can get up and running quickly without compromising on quality or brand consistency.

Pilates-for-every-body mantra

At its core, tenreformer centres around accessibility and inclusivity – unlike some boutique wellness brands that focus on exclusivity. With it’s ‘Pilates-

Advertorial

In the UK, Reformer Pilates is now the most searched-for workout on Google and the most booked fitness class on ClassPass, with bookings soaring by 92% in 2023 alone.

“

The depth of knowledge, expertise and experience is what powers tenreformer – a purpose-built franchise designed to deliver Ten’s award-winning Reformer Pilates model to more communities across the UK.

for-every-body’ mantra tenreformer welcomes clients of all ages and experience.

From the first class, the experience is designed to be uplifting and empowering, with studios featuring custom Balanced Body Reformers, immersive lighting, curated playlists and dynamic group Reformer classes led by expertly trained instructors.

Gold standard instructor training

Within boutique fitness, and particularly Pilates, instructor quality is a key differentiator for customers and brands.

To that end, every tenreformer coach is trained within Ten’s in-house Academy, an internationally recognised learning platform and a licensed Balanced Body Training Centre.

With Active IQ professional recognition and a curriculum taught by master trainers, the programme combines Pilates training and movement science, along with class sequencing and delivery, ensuring that every tenreformer session is taught with equal consistency, depth of knowledge and client care.

Franchise owners will also undergo a comprehensive training process,

including a two-week academy covering every aspect of the business, from marketing and sales to studio operations and client engagement.

Whether franchisees are active owneroperators or investors working with hired studio managers, the training pathway is tailored to meet the needs of each business model.

Built for success

With an initial investment starting from £25,000 for the licence fee and £20,000 for the launch pack, tenreformer has been designed to be financially achievable for would-be franchisees without compromising on the level and quality of support they receive.

Aware that the essential qualities for any entrepreneur – ambition, drive and passion – aren’t always accompanied by a large bank balance or ready access to finance, Ten has partnered with HSBC and Bluestone Asset Finance to offer franchisees pre-approved funding options and tailored support on studio build costs, equipment and fit-out.

Additionally, ongoing costs are both transparent and manageable, including a monthly tech fee and royalties at 7%

of studio revenue, with marketing fees at 1%.

The financial model is designed to support break-even performance within 26 months, although timelines will vary depending on site and operator profile.

Quality control remains paramount as tenreformer scales. Every franchise operates under the same values and high standards as Ten Health & Fitness itself: expertly trained instructors, seamless operations and a studio experience that consistently delivers results. tenreformer’s central franchise team ensures that support doesn’t stop once the doors open – it’s a true partnership built for long-term success.

For those looking to enter a high-growth market with a proven operator behind them, tenreformer offers a rare opportunity: a fully supported path into one of the most in-demand segments in the wellness industry.

With a clear vision, a trusted brand and a product that clients genuinely love, the business case for tenreformer is as strong as the results it delivers. n

www.tenreformer.com/own-a-studio

www.franchiseworld.co.uk | Summer, 2025 15

NEWS

KH Hair ‘highlights’ its 40th year of franchising success T

he KH Hair Group has celebrated 40 years since the hairdressing business adopted the franchising model in 1985. The launch of the model coincided with the retirement of the business owner and entrepreneur, Keith Hall MBE.

Darren Messias (below), managing director of KH Hair Group, said: “Hall was an undisputed icon of the hairdressing industry, spearheading revolutionary concepts which are the norm today – including the salon franchise format and the unisex salon."

Messias joined the company as an apprentice in 1989 and worked his way through the stylist ranks until he became a franchisee of the Leicester salon seven years later.

Messias explained: “In the mid-eighties, the Keith Hall business comprised 12 salons across the East Midlands and each salon was run by a junior partner. When facing retirement, forward-thinking Keith believed adopting the franchising model would allow these partners to stay in control of their own destiny, offering them more motivation to succeed if they owned their own salon. He was also keen to keep the Keith Hall name and so the franchise format seemed to be the perfect solution.”

The company re-branded in 2014 to KH Hair and now, the fully-franchised Group, operates 20 salons across the region and said its award-winning training academy is where the next

generation of stylists and future franchisees learn their trade.

In his role, Messias supports and guides the KH Hair Creative Team representing the brand both nationally and internationally at photo shoots, on the catwalks, in the press and at industry shows. In 2023, the Fellowship for British Hairdressing awarded him a Fellow with Distinction medal for his contribution to its activities and promoting UK hairdressing as a whole.

‘The advantages franchising offers’

The franchise model, said Messias, has its advantages over building a business from scratch: “The brand is already known and trusted by an existing client base, which can mean a better chance of securing financing and favourable lease negotiations. Plus, you get ongoing support and industry expertise you wouldn’t necessarily have access to if you were going it alone.”

KH Hair explains that franchisees benefit from a thorough and comprehensive management training programme to equip them with the skills

“

16 Summer, 2025 | www.franchiseworld.co.uk

and knowledge essential for running a salon. And, following the initial training phase, franchisees have access to advice and ongoing business support from its highly-experienced head office team which is dedicated to ensuring franchisees continue to thrive in the competitive hairdressing industry.

Messias commented: “This ongoing support is a cornerstone of our franchise model, reflecting our dedication to franchisees’ long-term success. Whether it’s guidance on operational aspects, marketing strategies, or staying updated on industry trends, our head office team is there to provide insights and assistance.

“The collaborative and supportive environment ensures you are never alone on your journey as a salon owner.

Joining our franchise is not just a business decision; it’s an invitation to become part of a community committed to excellence and success in the hairdressing industry.”

Dawn Bramhall, franchisee of KH Hair’s Arnold salon in Nottingham, said being

Joining our franchise is not just a business decision; it’s an invitation to become part of a community committed to excellence and success in the hairdressing industry.

FOOD FRANCHISE

● The KH Hair training academy.

part of the franchise means she always has access to a support network for every aspect of her business: “Our partnership with Wella, guidance from Darren, the team at head office and the whole KH Hair family means the world.

“All our staff have great pride in the company and its reputation, and our annual awards bring everyone together to celebrate individual and team success which is really motivational. I am very proud to be part of this amazing KH Hair family which has looked after me from apprentice to franchisee for nearly 40 years.”

Sarah Storer, salon director of KH Hair Ripley, Derbyshire, joined the company in 1986 and became a franchisee in 1999, said she wouldn’t change a thing about her career path.

“The support allows me to own a business and carry on doing what I love, which is hairdressing. I would not have been as successful without the Group’s managing directors, head office staff, and the academy training teams, past and present.”

Helen Fuller, who runs the Group’s Hinckley salon, said she loves being part of the KH Hair franchise: “It really does feel like having an extended family. And although I own my own salon, I never feel alone.

“Not only do I get support with things like payroll, accounts and the education of my apprentices at the academy, but I can also just make one phone call and get support on day-to-day business issues and even family concerns. Having someone to listen and help who genuinely cares, is worth so much.”

The Group adds that it is looking for new opportunities and acquisitions to secure the future of KH Hair salons. n

www.khhair.co.uk/franchise

“

We’re buzzing to partner with the country’s most ambitious and community-minded franchisees to bring our spuds to high streets across the UK. – Jacob Nelson ● SpudBros founders Jacob (left) and Harley Nelson.

‘Greatest Spud on Earth’ at SpudBros Express

S

pudBros, a UK jacket potato brand, have announced the launch of its restaurant and takeaway franchise concept SpudBros Express, in partnership with Taster.

Founded by brothers Jacob and Harley Nelson, SpudBros started out from a humble hot potato tram in Preston, Lancashire, to a brand generating millions of followers across Instagram, TikTok and YouTube as demand for its loaded jacket potatoes skyrocketed, with fans describing the offering as the ‘Greatest Spud on Earth’.

‘Heartwarming food with superstar energy’

SpudBros describes itself as the viral potato brand with Tiktok skits to celebrity stunts, combining heartwarming food with superstar energy. The brothers said as the company continues to expand they are proving that the simplest things – a smile, a laugh, a warm meal – can change the world.

Taster is a next-generation food company with an emphasis on tech, delivery, and operational excellence to help food creators reach new audiences

by scaling into bricks and mortar, and delivery kitchens.

The brand added that its unique blend of humour, top tier ‘scran’, and giving back to their community has resonated with audiences, which has seen it collaborate with some of the biggest names in youth culture including the Sidemen and MrBeast.

Co-founder Jacob said: “With SpudBros Express we’re bringing the legacy of the Preston Flag Market jacket potato, something that’s been iconic to our town since 1955, to the world.

“We’re buzzing to partner with the country’s most ambitious and community-minded franchisees to bring our spuds to high streets across the UK.”

Bertrand Peyrat, chief executive of Taster, said: “SpudBros Express is not just about food – it’s about redefining the British takeaway. We are at the forefront of a new wave of fast food, proving that real, hearty meals with a personal touch can thrive in an industry dominated by global chains.” n

www.taster.com/spud-bros-express

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

TheNational FranchiseExhibition

BOOK FREE TICKETS!

3 & 4 October 2025 | NEC, Birmingham

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

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

ADVISORY ARTICLE

Future-proof your franchise: How BFA membership supports growth and success

By Pip Wilkins, Chief Executive, British Franchise Association

A

s the franchise market continues to evolve, your brand’s long-term success depends on more than just standing out; it requires standing the test of time too.

The British Franchise Association (BFA) is here to ensure that you not only survive but thrive, by providing support, education and a strong network of likeminded professionals.

The BFA – setting the standards in franchising

A standards-based association, we’ve been supporting franchisors since 1977, with our commitment to ethical franchising. We work with the entire industry as it evolves and matures in today’s marketplace. We are widely considered the ‘home of franchising’ in the UK, and we also work closely with other franchise associations worldwide, through our partnerships with the World Franchise Council and European Franchise Federation.

Jo White, founder of We Love Pets explains why membership is important to them: “Being a member of the BFA not only gives us huge credibility with any new franchisees coming in, knowing that we meet those higher standards, but we also love the collaboration and community feel, so we can all help each other through the same challenges, sharing best practice and ideas.”

Why become a member of the BFA?

Sometimes it’s easier to let our members do the talking. Theo Millward, franchisor of Swimtime, said: “Membership of the BFA places us in a community of like-minded ethical franchisors. This creates a space for

“

The National Franchise Survey gave us some incredible facts and figures that we, and the entire franchise community, have been able to use to demonstrate the health and success of the industry to prospective franchisees. – Pip Wilkins (pictured)

learning and sharing, ensuring our industry operates at the highest standards, increasing value for all.”

Community counts

We often hear from members that one of the main benefits of membership is the access it gives them to other experienced franchisors and the very powerful connections and relationships they go on to build.

Ruth Brown, chief operating officer of Home Instead, agrees: “Being a member of the BFA offers a wealth of benefits.

It’s an excellent way to showcase your commitment to ethical franchising to potential franchisees but perhaps most importantly, the peer support within the

association is outstanding. I’ve built meaningful relationships and friendships with fellow members, who have generously shared ideas and support throughout the years.”

BFA events

All relationships must start somewhere and for most people that will be at one of the many events we run each year, from Empowering Women in Business and our prestigious Conference and British Franchise Awards, to exhibiting at The Franchise Exhibitions at the NEC and Olympia.

These face-to-face events are where the strongest connections are formed and the most useful conversations are ➥

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

ADVISORY ARTICLE held, leading to long term support from colleagues across the industry.

Effective marketing

Alongside the community aspect of franchising, we also spend a lot of time focusing on marketing, promoting franchising to a wider audience.

Digital marketing

From paid search to social and display advertising, these campaigns, featuring individual member brands, reach over 1m people in the UK and have an above industry standard engagement rate of 5.25%.

Marketing campaigns

This year we took part in World Franchise Day, to elevate brand awareness to a worldwide audience and we’re launching our own inaugural National Franchise Week, to focus on the health and wellbeing of the people in the franchising industry. We will also be releasing the results of the first ever National Franchise Wellbeing Survey, in collaboration with franchise mental health consultant, Cinder.

The National Franchise Survey

As part of our marketing activities last year, we published the National Franchise Survey, sponsored by NIC Local, housed in the British Franchise Journal 2024.

It gave us some incredible facts and figures that we, and the entire franchise community, have been able to use to demonstrate the health and success of the industry to prospective franchisees.

The headline figures of £19.1bn contribution to the country’s GDP, less than 1% failure and the 53% rise in the number of ‘Personal Services’ franchises, have given members some very strong figures to use, and we are pleased to say that we will continue to publish the survey bi-annually in the future. Members have free access to download the entire survey from our website.

Social media

No matter how good the figures are, it’s how we share them that matters. It’s 2025, so as you would expect, we are active on social media, posting regularly across all the most popular channels, to keep brand awareness for franchising high.

In 2024 we posted 3,080 times, giving us 818,801 post impressions and gained 26,215 followers. You can find us on Facebook, Instagram, TikTok, X and LinkedIn.

Public relations

If social media is the mouthpiece, public relations (PR) is the author, creating the content for social media to share.

We take our PR very seriously, writing numerous articles and press releases every month and featuring our members where possible. From case studies about successful former military franchisees in military resettlement magazines, to quotes from franchisors on national news websites, we work hard to educate the public about franchising and give our franchisors exposure as often as possible.

National coverage

We also subscribe to a premium journalist response service and put forward brands who fit the journalist’s requests on a regular basis. These opportunities have resulted not only in articles in leading magazines for franchisors but repeat free coverage from those same key journalists.

Coverage figures

On average the BFA is mentioned 48 times a month across a comprehensive mixture of national and regional media channels, with an average reach of 66m each month.

The BFA Magazine and Newsletter

Our magazine, published bi-monthly, is packed full of industry news, franchisor interviews, updates and educational articles. This is the showpiece in our communications toolkit and back copies are available to download from our website, giving contributors evergreen content. We also send out a weekly newsletter to all our subscribers, which includes prospective franchisees.

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

“

Membership offers a wealth of benefits. It’s an excellent way to showcase your commitment to ethical franchising to potential franchisees and importantly, the peer support within the association is outstanding. – Ruth Brown

The BFA Magazine offer members a great opportunity to tell their stories in a professional manner, to an engaged audience, at no cost.

The BFA website

Of course, the first place a prospective franchisee is going to look for information on the sector, is our website.

A mine of information, it not only lists all our members but also hosts a myriad of educational articles and how-to guides. Our website is regularly updated and receives over 25,000 page views every month.

It should be noted that we are not a lead generation site; our members use it as a ‘shop window’ displaying a business overview, news, photos, advice, resales and franchisee success stories.

Education that elevates

If you sliced the BFA in half you would find ‘ethics’ on one side and ‘education’ on the other. It is fundamental to the association and is one of the pillars of our offering to our members. All franchisors, at every part of their journey, can benefit from taking part and keeping their skills sharp.

Claire O’Connor, founder of Baby Ballet, explains how BFA education has helped her grow the business. “For us it’s the support and reassurance that we are doing the right things, that we have the right systems and processes in place to make sure we are compliant and that our franchises can be confident that they are buying into a business that is ethical and professional.”

Qualified Franchise Professional (QFP)

In 2012 we developed our QFP qualification which gives franchisors and their staff the ultimate toolkit not only to run their franchises properly, but also to signal to prospective franchisees that they are experts in their field.

FRANCHISE REBRAND The BFA Academy

Our renowned academy is the home of all our educational events; from sessions on ‘Leadership in action’, to ‘Mastering marketing’, ‘Franchisor foundations to wellbeing’ and ‘Renewals and resales’.

We are 100% committed to offering our franchisors the very best educational opportunities, to help them grow their businesses.

No franchisor is too experienced to benefit from our help. Ruth Brown said: “The educational opportunities have been invaluable for the growth and development of both me and my team.”

Monthly masterclasses

Our popular Monthly Masterclasses are held online and available on catch-up for those who can’t make it live. These meetings tackle a highly relevant topic for our franchisors each month, such as ‘Maximising territory efficiency’ and ‘Leveraging AI for business transformation: Driving innovation and efficiency’.

Prospect Franchisee Certificate

Education doesn’t stop with franchisors.

Our ‘Prospect Franchisee Certificate’ is widely used by franchisors to ensure prospects have a clear understanding of what it means to be a franchisee, before they begin further conversations. We also offer monthly ‘Franchise your business’ events to guide those coming into the sector.

Dispute resolution services

If things do go wrong, members can access our expert advisors and use our dispute resolution services which include informal conciliation, mediation and arbitration to help them resolve the issue quickly and ethically.

Membership matters

Whether you’re just starting out or looking to expand your growing franchise, there is a world of education and support to be had from being a member of the BFA.

Our success is your success, and we’re committed to helping each and every member grow their businesses in an ethical and professional way. Visit our website or call our membership team on 01235 820 470 for more information. n

Razzamataz rebrand to reflect students needs R

azzamataz has unveiled a fresh rebrand to ensure its theatre schools remain relevant to young people that experienced the challenges of the pandemic, the rise of social media and increased screen time, all of which have reshaped the landscape of youngsters growing up.

Over the past 25 years, Razzamataz said it has witnessed firsthand how performing arts education offers so much more than just singing, dancing, and acting.

It provides a vital platform for building confidence, developing resilience, and equipping young people with the soft skills they need to thrive at school, in their future careers, and in life, regardless of whether they choose to enter the performing arts professionally.

‘Creating Confident Futures’

Razzamataz adds that more than ever, young people need environments where they can express themselves freely, navigate their emotions, and find their voice. The new brand identity reflects this evolving mission with the hashtag and strapline: ‘Creating Confident Futures’.

Denise Gosney, founder and managing director of Razzamataz, said: “Now

“

more than ever, children and young people need a safe space to express themselves, build confidence, and develop key life skills.

“Our rebrand isn’t just about a fresh new look, it’s about ensuring that Razzamataz continues to be a source of fun and opportunity for every child who walks through our doors. We are evolving with the times while staying true to our core mission of inspiring the next generation.” n

www.razzamataz.co.uk/franchise

Our rebrand isn’t just about a fresh new look, it’s about ensuring that Razzamataz continues to be a source of fun and opportunity for every child who walks through our doors. www.franchiseworld.co.uk | Summer, 2025 21

FRANCHISE RESALE

“

It’s great to be part of a network that embraces technology and keeps us ahead of the game. I’ve met everyone at head office, and the community of franchisees is always there to share advice. It’s very reassuring.

Starting smart by investing in an Ovenu franchise resale W

hen Warrington-based entrepreneur, Andy Phillips (pictured), decided it was time to take control of his career, having spent more than 12 years as an estate agent, he made sure he didn’t start from scratch but start smart.

Rather than building a business from the ground up, he opted to invest in a franchise resale by acquiring Ovenu Warrington. The territory had previously been operated for more than 15 years by husband-and-wife team, Paul and Andrea Clark, who recently retired having built a loyal client base.

Phillips said that his decision to buy a resale was about more than just brand recognition or buying into a proven system. It was about combining flexibility with security and stepping into a business model that was already driving results.

The advantage of an established brand

For many prospective franchisees, brand awareness is a critical factor said Ovenu and in Phillips case, acquiring a franchise resale meant taking over a territory with a built-in reputation and established trust among local clients stretching back over many years.

Phillips added: “In the Warrington area,

the Ovenu brand is head and shoulders ahead by way of 5-star reviews on both Google and Trustist platforms.

There was no need to build credibility from zero. Residents were already well aware of the Ovenu name and what it stands for.”

Proven systems equals instant traction

Ovenu commented that a major draw to its franchise resales are the ability to plug into a tried-and-tested business model. With tools like an enterpriseclass customer relationship management system (CRM), a comprehensive operations manual, and effective marketing frameworks, franchisees are able to hit the ground running.

Support that feels personal

Phillips, who was new to the oven cleaning sector, said his induction training week flew by: “There’s a lot to remember, but everything is backed up in a comprehensive operations manual that I can access at any time.

Plus, I inherited all the client data from the previous franchisee – so I have real insight into where my bookings come from.

“It’s great to be part of a network that embraces technology and keeps us ahead of the game. I’ve met everyone at head office, and the community of franchisees

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

is always there to share advice. It’s very reassuring.”

Inheriting local knowledge

Ovenu said buying a resale has also given Phillips access to valuable market intelligence. Unlike a brand-new territory, his came with history, customer insights, media performance data, and pre-built awareness.

Phillips commented: “Our CRM has reporting tools that show exactly where each client originated, who’s a repeat customer, and so much more.

It’s all rolled into our management fee, so there’s no extras, just business clarity.”

Flexibility with structure

What makes franchising such an appealing business model is the balance it offers between support and autonomy.

Flexibility in my new venture is priceless, said Phillips. “I have personal commitments early in the week, so being able to shift my schedule and work Saturdays if I choose to is ideal. And I don’t need permission to take time off – it’s my business.”

Lower risk with faster return on investment

The biggest draw of a franchise resale is momentum. It's not just about buying

DOMICILIARY CARE FRANCHISE

● Peter Bomer (left) is welcomed to the SureCare network by Gary Farrer.

into a brand, it’s buying into a business with bookings, said Ovenu.

As Phillips highlighted: “I asked head office to handle client calls for a few weeks before I started, and they were happy to. I booked my first job during my training week, and by Thursday I had nearly £3,000 in advanced bookings. At this pace, I might be putting a second van on the road sooner than expected.”

Strength in numbers

As part of the Ovenu network, Phillips enjoys something many solo entrepreneurs lack: a community.

Whether it’s a technical query or a marketing idea, he’s never more than a message away from support, adds the franchisor.

“Having someone to lean on, call, WhatsApp or email, is what franchising is all about. You’re in business for yourself, but you’re never by yourself,” said Phillips.

Franchise resale: A smart route

For would-be business owners exploring franchising, Andy's story is a compelling case study commented Ovenu. Investing in a resale offered the structure of a franchise, the reputation of a trusted brand, and the ready-made opportunity of an existing customer base.

Phillips concluded: “It’s the best of both worlds. I’ve got the freedom of being my own boss, with the backing of a system that works. It’s been a brilliant decision.” l Ovenu franchisees provide a domestic oven cleaning and valeting service using only environment-friendly products. n

www.ovenu.co.uk/franchise

SureCare opens its third territory in Scotland T

he third SureCare franchise has opened in Scotland with Peter Bomer joining the network as the franchisee for the territory of Dumfries and Galloway.

The personal care and support service business aims to recruit 50 local staff members to deliver a range of services to help clients maintain their independence and thrive in their own homes.

With a background in international business and marketing, and a history of successful independent ventures in China, Bomer’s passion for care was shaped by personal experience.

‘The challenges of both giving and receiving care’

Bomer said: “I began splitting my time between China and the UK 10 years ago to support my parents. My mum was living with Alzheimer’s, and my dad struggled to cope. Later, he too was diagnosed with dementia. I saw firsthand the challenges of both giving and receiving care.

“As you get older, life should be about more than just getting by – it should be about thriving. Dumfries and Galloway has a vibrant community of over-70s – volunteers, hobbyists, and active participants who value their independence.

“The last thing they want is to be placed in a care home. They deserve care that respects their dignity, values their life experience and enhances their chosen way of life.”

Recognising a gap in the market for a service that enables older people to lead

active, fulfilling lives at home, Bomer initially planned to launch an independent care service, until he discovered the opportunity to bring a SureCare franchise to his local community.

Bomer continued: “I’m honoured that SureCare has entrusted me with its brand and reputation. Their expertise, built over 30 years, will be invaluable as we establish a service of the highest standard.

“Our success will be built on attracting, developing, and retaining talented, committed care professionals. We are dedicated to offering excellent pay, working conditions, and career opportunities to ensure SureCare attracts the best in the industry.”

A passionate advocate for community inclusion, Bomer is also a trustee of Better Lives Partnership, a Dumfries and Galloway charity supporting autistic young adults and individuals with additional support needs.

Gary Farrer, managing director of SureCare, welcoming Bomer said: “His ambition and commitment to delivering outstanding care align perfectly with SureCare’s mission. We are confident that Peter and his team will make a real difference in the lives of local residents.”

SureCare adds that it ensures all staff undergo enhanced Disclosure and Barring Service checks in England and Protecting Vulnerable Groups checks in Scotland to uphold the highest standards of safety and care. n

www.surecarefranchise.co.uk

www.franchiseworld.co.uk | Summer, 2025 23

THE NATIONAL FRANCHISE EXHIBITION

“

Face-to-face interactions with franchise brands early in your research are essential. While online research can give you a sense of the business, it’s crucial to truly understand the people behind the company, the franchisors, and how they support their franchisees.

Empowering women in franchising: How exhibitions are leading the way ranchising in the UK has undergone significant evolution over the past decade, with notable strides toward diversity and inclusivity. Today, women make up 40% of the franchise sector, a remarkable shift from 2005 when they represented just 20%. This change reflects a broader movement toward equal opportunity and a more balanced industry landscape.

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

For aspiring female entrepreneurs, there has never been a better time to start exploring franchise options and take their business ownership ambitions to the next level. This shift is supported by

platforms such as The Franchise Exhibitions, which offer a unique opportunity for everyone to discover a wide range of franchise opportunities in a welcoming, supportive environment.

The exhibitions provide valuable networking, expert advice, and inspiration for ambitious individuals looking to take their next steps into franchising.

Speaking at last year’s National Franchise Exhibition, Imogen Clarke, head of franchise development at Home Instead, discussed what she likes most about the industry: “The sector’s culture and values are really important to me.

Everyone is there to help, with events and meetings like these that are all about collaboration.”

30 years proven track record

Running for over 30 years, The Franchise Exhibitions have established a proven track record of success.

24 Summer, 2025 | www.franchiseworld.co.uk

Numerous entrepreneurs have found their ideal franchise opportunities at these events, turning their business ownership aspirations into reality.

For Jeff and Lise Whittle, their search for a business they could build together led them to The Franchise Exhibitions, where they discovered Minuteman Press.

Speaking about the benefits of attending, Jeff commented: “Face-to-face interactions with franchise brands early in your research are essential. While online research can give you a sense of the business, it’s crucial to truly understand the people behind the company, the franchisors, and how they support their franchisees.”

After deciding Minuteman Press was the right franchise for them, the Whittle’s began the process of opening their own centre in Ayr, Scotland. “We were investing our life savings in this venture and knew we had to give it our full effort.”

Advertorial

F

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

attendees at this year’s British & International Franchise Exhibition, Olympia London.

Years later, the couple’s dedication to the business created opportunities for their children to become involved, with their daughter eventually working full-time as a graphic designer at the company. “It’s been very satisfying building a business that has served our family so well.”

What began as a shared goal to build something meaningful together grew into a thriving family business.

Your journey to franchise success starts here

Minuteman Press, along with many other leading franchise brands, will be exhibiting at The National Franchise Exhibition, which returns to the NEC, Birmingham, on the 3rd and 4th October.

The event offers far more than a showcase of franchise opportunities: it’s a comprehensive event, open to all aspiring business owners and entrepreneurs, designed to empower attendees with everything they need to succeed.

Whether you’re looking to start a new business, grow an existing franchise portfolio, or are new to the industry entirely, this event delivers invaluable resources, expert guidance, and the chance to connect with a network of like-minded individuals.

Aimed at ambitious franchisees looking to grow their portfolios, the conference will include expert panels, peer discussions and practical sessions on managing multiple locations successfully.

a standout feature of the exhibition, offering affordable entry points into the industry for those with limited initial capital. This area is designed to break down financial barriers and open doors for a wider range of entrepreneurs.

Insights, inspiration and expert guidance

Beyond the exhibition stands, attendees can take advantage of a packed seminar programme, featuring free talks by industry professionals, franchise consultants and experienced franchisees.

These sessions cover everything from funding options to understanding legal agreements, equipping attendees with the tools and confidence they need to move forward.

The Real Franchise Stories Q&A sessions offer a rare opportunity to hear from franchisees themselves – open conversations about their journeys, challenges and what it’s really like to run a franchise. These honest insights can make all the difference for prospective franchisees deciding on their next steps.

For those already operating in the sector, the Multi-unit Franchise Conference provides advanced strategies for scaling.

Meanwhile, for independent business owners considering expansion through franchising, the Growing Your Own Business area is a must-visit. Here, experts offer one-to-one advice on how to turn a successful business into a thriving franchise – from legal considerations to brand readiness and operational planning.

Ready to take the next step?

Whether you’re an aspiring entrepreneur, looking for a new venture, or a business owner looking at exploring growth opportunities, franchising could be the path that empowers your future. There’s no better place to discover that potential than The National Franchise Exhibition in October. With so many opportunities under one roof, the exhibition continues to be a powerful platform for those ready to take control of their business journey. l To learn more, and to book your free ticket, visit www.FranchiseInfo.co.uk. n

Opportunities across a wide range of investment levels

This year’s event will feature a broad spectrum of franchise brands – from global names like McDonald’s and Anytime Fitness, to fast-growing opportunities in sectors such as education, care, food, and health.

Crucially, there are opportunities across a wide range of investment levels, with some franchises starting from under £10,000, making business ownership more accessible than ever.

The Low-Cost Franchise Showcase is

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

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

MASTER FRANCHISING

Marugame Udon appoints UK and Ireland master franchisee M

arugame Udon, the Japanese noodles and tempura restaurant brand, has announced a master franchise agreement with Karali Group, a move that will accelerate its growth with the development of new restaurants across the UK and Ireland.

Within the agreement, Karali Group have also acquired and assumed operation of the existing Marugame Udon UK estate, transitioning the brand from corporate-owned to a fully franchised UK model.

Karali Group said it has over four decades of experience in the food and beverage sector and is known for its proven, long-term track record in multibrand franchising, owning and operating hospitality brands in the UK and U.S. markets, and will bring its extensive experience to the expansion of Marugame Udon.

Karim Janmohamed at Karali Group, commented: “We are delighted to announce this landmark partnership and the acquisition of such a fantastic estate of restaurants. We look forward to continuing to create incredible guest and team member experiences as we grow the brand and welcome them all to the Karali family.”

A spokesperson for Toridoll Holdings Corporation, the global parent company of Marugame Udon, said: “This marks

“

By transitioning to a fully franchised model, the brand is well-positioned for sustainable, long-term growth under the leadership of Karali Group.

an exciting new chapter for Marugame Udon in the UK and Ireland, reinforcing our commitment to delivering freshly made Japanese udon and tempura to even more guests.

“By transitioning to a fully franchised model, the brand is well-positioned for sustainable, long-term growth under the leadership of Karali Group.”

‘Proud to serve udon lovers’

Victor Misawa, president of Marugame Udon International, commented: “Since introducing Marugame Udon to the UK in 2021, we have been overwhelmed by the warm welcome from customers.

Today, the restaurants proudly serve thousands of udon lovers every day,

each bowl prepared fresh in our lively open kitchens.

“With nine UK restaurants now open, we’re thrilled to partner with Karali Group to bring our brand to even more communities. We extend our heartfelt thanks to our amazing team members, partners, and customers. This is just the beginning of an exciting new era.”

The managed transition is being led by Sam McIntyre, the company’s interim chief executive and finance director, who will support the handover before moving to a new leadership role with Marugame Udon U.S. n

www.marugame.co.uk/franchise

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

FOOD FRANCHISE

NEWS

Wendy’s on track to open its 50th UK restaurant HiQ’s new centre Thatcham opening

HIQ TYRES & AUTOCARE has expanded its nationwide network of vehicle service centres by opening a new outlet (above) in Thatcham, Berkshire, with franchisee Carl Evans.

“ W

Local businessman Evans, who has operated a family-run business in the tyre industry for over 40 years, said it was a new challenge and marks the beginning of a wider growth plan for the family: “All of us are in this together.

We want it to run like a well-oiled machine.”

We’re deeply committed to supporting our UK franchisees and making co-investments through our Build-To-Suit programme.

endy’s, the quick service restaurant brand, has reported that it is on track to open its 50th UK restaurant in 2025, bringing more of its ‘fresh famous food’ to fans across the country.

Four new UK restaurants are currently scheduled for Blackpool, Watford, York, and Glasgow, creating over 150 jobs. Wendy’s announced it is also investing approximately $70m in its Build-To-Suit programme in 2025 to accelerate restaurant expansion in the UK, U.S. and Canada.

Michael Clarke, managing director, Europe for The Wendy’s Company said: “We see huge potential in the UK market, with plans to add more than 150 new restaurants across the UK and surrounding countries by 2028.

“This year, we will focus on accelerating our expansion efforts so more people across the UK can enjoy Wendy’s ‘craveable’ menu and exceptional customer hospitality. We have a solid foundation in the market and believe we are well-positioned to accelerate our growth trajectory even further.

“Our franchisees are at the heart of

The Thatcham centre offers customers a full range of automotive services, including tyre fitting and repairs, MOTs, vehicle servicing and wheel alignment.

The modern facility also accommodates light commercial vehicles and plans to support local business fleet work in the near future.

Wendy’s expansion plans, both in the UK and internationally, and strong franchise partnerships enable us to grow at scale. We’re deeply committed to supporting our UK franchisees and making co-investments through our Build-To-Suit programme, which is a key incentive for them to grow with us.”

‘A welcoming environment’

‘Faster investment payback’

Wendy’s explained that the model aims to accelerate the brand’s restaurant expansion in the UK, deliver strong returns, and enable faster investment payback for franchisees. And, ultimately, engaging with both established and new franchise partners to build even more Wendy’s restaurants in the UK.

The latest UK pipeline is part of the company’s broader international growth strategy, which will see 70 per cent expansion occur outside the U.S., with plans to reach 2,000 international restaurants by 2028.

Founded in 1969, The Wendy’s Company and Wendy’s franchisees currently operate over 7,000 restaurants worldwide. n

www.wendys.com/franchising

Evans continued: “Our goal is to create a fast-fit centre that goes above and beyond. We want to provide a premium experience for our customers, offering them a welcoming environment with thoughtful touches like Wi-Fi, a coffee machine, and a dedicated workstation where they can stay comfortable while they wait.

“Working under the HiQ name gives us access to a well-established, national brand that appeals to a wide customer base. That means we can offer trusted, main dealer-quality autocare services to local drivers.” l HiQ, established in 1992 and backed by one of the world’s largest tyre companies, Goodyear, has a network of over 190 centres and service partners that cater to the needs of both private and fleet customers. n

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

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APPOINTMENT

Gong cha’s senior appointment

GONG CHA has appointment Justus Haller (below) as its new general manager, growth markets, who brings 10 years of experience having worked for leading hospitality, finance and franchising brands across Europe.

“ Georgy Shooters launch

Haller joins Gong cha from Burger King Deutschland where he spent over six years, most recently serving as its chief financial officer, following several senior roles with the company.

We believe in providing not just entertainment but an unforgettable experience that keeps customers coming back.

immersive bar franchise

G

eorgy Shooters, the immersive entertainment bar, has announced a strategic move into franchising to take its concept to new markets worldwide and is looking for franchise partners in the UK.

Founded on the principles of innovation and unparalleled customer experience, Georgy Shooters said it has established itself as a leader in providing experiential bar entertainment that has captivated thousands of customers looking for a unique and exhilarating fun night out with friends.

‘Reimagined the party experience’

Georgy Shooters explains that its shot bar concept with meticulously designed venues has reimagined the party experience, merging a diverse range of entertainment, with a cutting-edge immersive bar, fun games and challenges for a unique experience.

Juraj Perisic, founder and chief executive of Georgy Shooters, commented: “Our expansion into franchising marks the beginning of an exciting new chapter. We believe in providing not just entertainment but an unforgettable experience that keeps customers coming back.”

During his tenure with Burger King, Gong Cha said Haller led several franchisee acquisitions, renegotiated the master franchise agreement, and was part of the management team that successfully sold Burger King Deutschland to a private equity investor.

EMEA and APAC operations

In his new role, Haller will be responsible for Gong cha’s operations across Europe, the Middle East and Africa (EMEA) as well as Asia-Pacific (APAC) and exploring opportunities to add new master franchisees across these regions.

Georgy Shooters said its turnkey business model is designed for easy entry and maximum profitability, and offers a unique, high-demand concept with broad customer appeal. As a scalable model it is ideal for both standalone locations and integration within entertainment hubs.

The company adds that the global entertainment and leisure industry is valued at over $2.5 trillion and the demand for interactive social experiences growing by 25 per cent year-on-year. n

www.georgyshooters.com/franchise

He will also be responsible for working closely with Gong cha’s new UK franchisee, Jinziex, following its agreement to open at least 225 new sites in the UK (see page 35).

Gong cha added that Haller will also drive growth opportunities through operational efficiencies, and enhancing brand loyalty through unique customer experiences that champion high-quality, whole-leaf tea.

Paul Reynish, global chief executive of Gong cha, commented: “As we work towards our ambitious goal of scaling to 10,000 sites by 2032, Justus’ experience in franchisee operations, finance, and management will be crucial for shaping the next phase of our development in EMEA and APAC.” n www.franchiseworld.co.uk | Summer, 2025 31

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KITCHEN RETAIL FRANCHISE

Kütchenhaus customer transitions to owning his own kitchen showroom K

uldeep Saimbi took his love for his Kütchenhaus German kitchen to the next level by transitioning from a delighted customer to becoming a franchisee, opening a showroom in Congleton, Cheshire.

Saimbi said his first visit to Kütchenhaus Stockport opened his eyes to a new potential career path, and being passionate about kitchen design after renovating his own home, he made it his goal to open his own kitchen showroom.

He commented: “I had been determined to turn my enjoyment of kitchen design into a business for some time, and when I was introduced to Kütchenhaus and the brand’s process during the creation of my own kitchen, it got me thinking about how I could be part of this.

“The whole experience made me buy into the business. A combination of the quality of the product and service I received when shopping around was

“

When I was introduced to Kütchenhaus and the brand’s process during the creation of my own kitchen, it got me thinking about how I could be part of this.

● Kuldeep Saimbi (centre) with designers Neil Bailey and Paulina Baldyga.

what inspired me – I felt it was head and shoulders above the competition.

“Also, the feeling I had when it was complete, and seeing that it was actually my kitchen, I fully believed I could do this for other people and give them that same feeling.

“It’s important to me to have a positive impact on people’s lives – the kitchen is the heart of the home. Therefore, you have the ability to create somewhere special that the customer is proud of and that’s very rewarding.” l Owned by nobilia Küchen, one of

Europe’s leading kitchen manufacturers, Kütchenhaus was established in the UK in 2004.

With products coming directly from nobilia Germany, Kütchenhaus operates through a network of showrooms creating affordable kitchens to suit the needs of the customer, no matter their style, taste or design requirements.

The brand has ambitious growth plans to add more showrooms to its portfolio in the UK, plus the existing locations it has in Australia, Portugal, and the U.S. n

www.franchise.kutchenhaus.com

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

ADVISORY ARTICLE

Pets, purpose, profit: the triple bottom line of running a pet care franchise T

By Kevin Thackrah, Director, Petpals

he idea of business being just about the bottom line is quickly becoming outdated. These days, more and more people are looking for careers that feel good as well as do good – combining financial security with something a little more meaningful.

Whether it is supporting the local community or building something that reflects your own values, purpose and profit can absolutely go hand in hand.

And in the pet care world, that combination makes perfect sense.

The love people have for their animals is built on trust, empathy and connection – all the same things that make for a fulfilling, values-led business. When you bring that into a franchise setting, you get a chance to create something that delivers on all levels: personally, professionally and financially.

Here I explore how a pet care franchise can tick all three boxes – passion, purpose and profit – making it an ideal opportunity for those looking to build a fulfilling career with real social value.

Pets

Most people are drawn to pet care because they love animals – and who can blame them? But building a successful business takes more than just enthusiasm. That is where the support of a franchise really comes into its own. It

“

Instead of going it alone, you have got a roadmap, a community and a clear sense of direction – all while doing something you genuinely care about. It is a great feeling knowing you are making a difference while building something of your own.

confident they are making a real difference every single day.

Profit

takes your passion and gives it structure, with the tools, training and guidance you need to grow something long-lasting.

Instead of going it alone, you have got a roadmap, a community and a clear sense of direction – all while doing something you genuinely care about. It is a great feeling knowing you are making a difference while building something of your own.

Purpose

Working with pets often means working closely with their humans too. Whether it is offering companionship for a dog whose owner works long hours or supporting older clients who want to remain independent with their beloved pet by their side, the impact of good pet care extends far beyond the animals themselves.

That is where the sense of purpose really shines through. A pet care franchise is not just about walking dogs or feeding cats – it is about providing reassurance, comfort and consistency for owners who see their pets as part of the family.

When ethical values and community responsibility are built into the core of the business, franchisees can feel

34 Summer, 2025 | www.franchiseworld.co.uk

Of course, purpose is powerful – but it does not have to come at the expense of profitability. With pet ownership at an all-time high and demand for trusted, professional services only growing, the pet care industry is a robust and scalable option for those seeking long-term financial security.

A franchise model provides a head start in this space. It offers entrepreneurs the chance to plug into a brand with established systems, recognised standards and ongoing support — all of which pave the way for sustainable growth. When you combine that with the job satisfaction of doing something you truly care about, you have got a business that delivers on all fronts.

At Petpals, we have built our entire franchise network around this belief.

Our community is full of people who care deeply about what they do – not just the animals, but the people and communities they serve too. Being kind, reliable and professional is not just good business; it is the right way to do things.

At the end of the day, pets, purpose and profit do not need to be separate goals.

When they work in harmony, they create a business that’s sustainable, meaningful and genuinely enjoyable to run. Purpose drives quality, quality builds trust and trust leads to long-term success.

And in a world where values matter more than ever, that triple bottom line is something worth barking about. n

www.petpals.com/franchise

NEWS

Gong cha’s franchise deal to open over 225 UK stores G

ong cha, one of the world’s largest bubble tea brands, has signed a UK franchise agreement with Jinziex for at least 225 new stores. The first four stores will open in Romford, Hornchurch, Sidcup (Greater London) and Gravesend (Kent).

The agreement will create nearly 2,000 new jobs in the UK and is an important part of Gong cha’s global expansion strategy to scale to 10,000 sites by 2032.

Jinziex, the UK franchisee, is a new company led by Diljit Brar, chief executive of Goldex; Azha Rehman, founder and chief executive of Kaspa’s Desserts; and Steve Falle, managing director of WY&SF Limited.

Goldex is a highly experienced food and beverage franchise operator and one of the UK’s largest Costa Coffee franchisees. The Group is also a franchisee of Kaspa’s Desserts with outlets in the UK and Morocco, and Döner & Gyros, the quick service restaurant brand.

Gong cha, was founded in Taiwan in 2006 and its headquarters have been located in London since 2019. The brand said it is known for its high-quality, freshly brewed whole-leaf bubble teas.

Working with exclusive tea growers around the world, it combines the distinct flavour profiles of whole-leaf tea with innovative ingredients, toppings and inclusions – from brown sugar pearls and fruit jellies to salty cold foam – to create its unique beverages.

In 2009, the brand expanded overseas for the first time and today operates in

“

After a careful selection process, we’re delighted to partner with Jinziex – a proven and highly respected food and beverage franchise operator – who match our ambitions to become the bubble tea market leader in the UK.

more than 28 countries. In the U.S., Gong cha has more than 250 stores across 20 states. It also operates stores in Australia, New Zealand, Korea and Japan and, in Europe, has expanded to France, Belgium and the Netherlands.

In the UK, Gong cha currently operates 13 stores.

‘Strong strategic progress and momentum’

Gong cha sees its partnership with Jinziex as building on a period of strong strategic progress and momentum. In late 2023, Gong cha signed its largest master franchise agreement for at least 300 locations in the Middle East with Shahia Foods Group.

Paul Reynish, global chief executive of Gong cha, said: “Across Europe we continue to see fantastic interest from potential franchisees keen to bring the world’s fastest-growing tea brand to their market. But where it mattered most to us was the UK, which is one of the most exciting markets for us globally.

“After a careful selection process, we’re

delighted to partner with Jinziex – a proven and highly respected food and beverage franchise operator – who match our ambitions to become the clear bubble tea market leader in the UK.

“As a market, the UK has huge potential for us. It’s a market that is constantly evolving, ripe with innovation, and made up of consumers willing to try new and exciting products. We firmly believe it is one of the most significant markets in the global F&B industry, and one of the reasons we relocated our global HQ to London.”

Brar added: “Gong cha is a fantastic global brand with a truly unique customer offer that plays into the heart of changing consumer tastes and trends.

Leveraging our experience from scaling a highly successful Costa Coffee franchise, our relationships with leading landlords, and operational expertise, we are highly confident that we can scale quickly and ensure Gong cha becomes a household name.” n

www.gong-cha.co.uk/franchising

www.franchiseworld.co.uk | Summer, 2025 35

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ADVICE FOR FRANCHISORS

‘There is no silver bullet to franchisee recruitment’

By Rik Hellewell, Founder and Managing Director, Ovenu

F

or those in the sector looking to recruit franchisees into their networks, it would be easy to subscribe to the concept of this being a difficult task given some negative vibes and recent commentaries.

And for those who don’t understand or appreciate how things need to be done in such a rapidly evolving commercial arena, there will be casualties.

So how have we attracted six new franchisees into our Ovenu network in the first five months of this year, and why is there an ever-growing list of subscribers to our Discovery Days?

Our approach to recruitment

There’s no silver bullet involved with what’s happening in our network, but there are some key points for others to maybe learn and benefit from.

First and foremost is the ‘pig-headed’ guile and determination needed or, put another way in the more modern parlance, getting in the right ‘headspace’ to make things happen. The modern world is connected and operating 24/7/365 – there is no let up even in the evenings or at weekends.

Over the past few months, my team and I have been 100 per cent focused on communications and dialogue with prospects, often whilst others have been ‘closed’. And we’ve made a point of taking the somewhat retro step of having proper verbal conversations, albeit ‘out of hours’, with this approach being well received by many of our prospects.

Granted, there is a time and place for email and texts but, in my opinion, there is still nothing better than having a ‘real’ conversation – especially if you are looking for recruits in a consumer facing role where they will be meeting customers on a daily basis. We therefore

need to ensure they have the right communication skills.

We have also made numerous adaptations, amends and additions to our recruitment strategy. These online and offline adjustments have come with hefty time and cost implications, but everything is now starting to pay dividends as our recent results show.

Secondly, recruiting franchisees simply takes more these days. More time, effort, energy, money and determination is needed than ever before. The reasons why are simple... there is more information and resources for prospects to ponder than ever before. More websites and social media channels and now, AI options for prospects to check into and check out.

All of the above needs to be in position and working well for prospects to see that you, as a franchisor, are up to speed with the modern world.

But there is always going to be an ever increasing volume of information overload with the prospect left wondering how much of what they are discovering is genuine and true, how much is fabrication, and what website content has been ‘scraped’ from elsewhere.

There are, however, many reassurances that franchisors can give prospects.

Some of ours include a 30-year trading history, strong morals and ethics, superb support from a dedicated head office team of experts, and many more facets that have stood the test of time. All tried, tested and trusted elements that can’t be denied and that prospects are clearly happy to invest into.

Interestingly, all of the above can be reiterated by having a good ‘oldfashioned’ conversation.

“

The constant is taking the time and effort to ensure that prospects know you’re at the races by utilising every online and offline facet available, coupled with consistent, honest content and messaging.

There is of course the assumption that leads are coming through in the first place and that they are of a decent standard, as many franchise recruitment specific web portals, for example, have amended their stance to a ‘pay-per-lead’ policy with scant regard to anything vaguely resembling quality control.

The major players in the social media arena now charge to have content seen by visitors – not surprising really when the likes of Meta have shareholders.

There is the option of ‘pay-per-click’ on search engines but, in competitive industry sectors such as ‘fast-food’ or ‘cleaning’, this option could wipe out the average franchisor's recruitment budget.

So the question then is, what has worked well for us over the past months in our push to fill every available UK territory?

And the answer is... everything we’ve done has worked well. There’s not one stand out portal, social site or anything else so, in many respects, nothing has changed over years we’ve been in business.

The constant is taking the time and effort to ensure that prospects know you’re at the races by utilising each and every online and offline facet available, and then couple that with consistent, honest content and messaging.

The issue for many, however, is that the franchise sector has a vast number of rods and lines fishing in a pond that seems unable to attract a proportionate increase of stock to net. n

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

NEWS

Razzamataz first master franchisee to open in Ireland R

azzamataz Theatre Schools long-standing franchisee, Jessica Chandler-Smith (below), has become its first master franchisee by taking the brand to the Republic of Ireland.

Chandler-Smith joined Razzamataz in 2017, as the franchisee for Brentwood, with a vision to provide young people with performing arts opportunities while supporting their mental health, something that she is passionate about.

Fast-forward to today, and her dream has multiplied, as she now manages seven locations across Essex alongside her dedicated team.

Her ties to Ireland run deep, with Irish roots on her mother’s side and a passion for the country’s vibrant culture.

However, it was her son Dawson’s love for Irish dancing that truly strengthened her bond with the country. Here she shares her route to Razzamataz Ireland.

‘A personal and professional connection to Ireland’

“When Dawson was four, we took him to see Lord of the Dance, which he loved. When he was nine, we revisited the show, and he became obsessed with Irish dancing. Now, he trains four nights a week with an Irish dance company, and as a family, we spend a lot of time in Ireland for competitions. The more time we spent there, the more we fell in love with the country, the people, the culture, and the deep appreciation for music and the arts.

“There’s so much talent in Ireland, music and performance run through their

blood, but there just aren’t as many structured opportunities for young people to train and showcase their skills.

With our experience and connections, we can offer something really special, including the opportunity to perform on London’s West End and regular workshops with performing arts professionals.”

‘A family-run success expanding further’

With a unique approach to business, Razzamataz has seen her successfully integrate family and friends into her operations. Following the pandemic, her sister Fliss joined as a franchisee and co-owner, followed by best friend Kasey and sister-in-law Paige.

As Razzamataz expands into Ireland, Chandler-Smith’s husband Jamie will take on a management role: “The amount of time we spend talking about Razzamataz, it just made sense for Jamie to come on board. He shares my love for Ireland, and we both want to ensure we respect and celebrate the country’s rich talent and traditions.”

‘The future of Razzamataz Ireland’

Following the Dublin school, Chandler-Smith plans to launch two more locations over the next five years.

To navigate expansion she will be supported by Razzamataz consultant, Suzie McCafferty, an expert in international franchising.

Razzamataz said Chandler-Smith’s extensive experience in managing multiple schools, mentoring other franchisees, and running large-scale productions, including 10 annual shows, performances in the West End, and trips to Disneyland Paris, ensures she is well-prepared for this new venture.

38 Summer, 2025 | www.franchiseworld.co.uk

“Taking Razzamataz international is a new challenge and I do sometimes feel imposter syndrome,” admitted ChandlerSmith. “But I know the brand so well, and I’m passionate about what we can bring to young people in Ireland. That excitement outweighs any nerves.

“My goal is to replicate the success we’ve had in Essex, combining structured training with incredible opportunities to perform on iconic stages. But at its heart, being a Razzamataz student is about more than just performance, it’s about building confidence, learning life skills, and developing self-esteem.

“My hopes for the students in Ireland are the same as for those in Essex, to help them believe in themselves. I’ve been open about my own struggles with anxiety, and I want young people to know that with the right support, they can achieve anything.”

‘The power of the Razzamataz network’

Chandler-Smith credits the unwavering support of Razzamataz’s head office and founder, Denise Gosney, for giving her the confidence to take this leap.

“The amazing thing about Denise is that she truly believes in us as franchisees, and I’m so grateful she trusts me to lead Razzamataz’s first international expansion.”

Gosney added: “Jessica will be involved in decision-making processes at all levels, to ensure that both franchisors are aligned and on the same page. It’s important to us both that there’s a strong sense of collaboration and unity in our approach.” n

www.razzamataz.co.uk/franchise

ADVISORY ARTICLE

PR and media trends you can’t ignore to stay ahead of the curve F

By Lucy Archer, Co-founder, Rev PR ranchise PR and media engagement have changed dramatically in recent years – but what’s next?

With fewer media outlets, evolving audience behaviours and AI disrupting content creation, 2025 presents both challenges and opportunities for franchisors looking to build their brand and attract new franchisees and for franchisees in their quest for new customers.

Whether you’re a franchisor or a franchisee, one thing is certain: if you’re still relying on the same PR and media tactics from five years ago, you will be missing out. To stay ahead of the curve, brands need to understand where media is headed and how to leverage emerging trends to maintain credibility, visibility, and trust.

Here at Rev PR, we believe that knowledge is power – so, here’s what you need to know about PR for the rest of 2025.

The rise of alternative PR channels

For years, dedicated franchise media outlets were the go-to platforms for PR coverage. And those that still exist, still are (you can take Franchise World as a standout example). For franchisees, local newspapers and magazines used to be plentiful.

But at the risk of stating the obvious, the media landscape has shrunk. Rather than seeing this as a setback though, franchisors and franchisees should view it as an opportunity to broaden their PR reach.

1. Think beyond obvious media Your audience isn’t only reading franchise press; they’re also consuming

business news, trade media, and local publications. This is why understanding your ideal prospect or customer is so important.

2. Target industry-specific and business publications If your franchise operates in fitness, education, or hospitality, for example, securing coverage in those sectors’ media outlets will drive more targeted leads.

3. Leverage regional PR Local franchisee stories still have a strong pull with regional newspapers, online news sites, and business magazines.

A broad, multi-channel approach is essential for a successful PR campaign.

But remember, your messaging will need to be tailored to suit the publication and sector, as one size doesn’t fit all.

AI-generated content is flooding the media – authenticity will be your differentiator

AI-powered tools like ChatGPT, Jasper, and Gemini have revolutionised content creation, but they’ve also created a problem: too much generic, AI-written content that lacks depth, originality, and human connection.

Journalists, business decision-makers, and consumers are becoming more discerning about what they trust. The brands that win in 2025 will be those that prioritise authenticity, expertise, and personal storytelling.

How to stand out:

“

With fewer media outlets, evolving audience behaviours and AI disrupting content creation, 2025 presents both challenges and opportunities for franchisors looking to build their brand and attract new franchisees and for franchisees in their quest for new customers.

your PR and content strategy humandriven for maximum impact.

2. Tell franchisee success stories.

These real-life, relatable narratives will always outperform generic AI-written articles.

3. Use AI as a tool, not a replacement AI can assist with research and structuring content, but final messaging should always have a human touch.

In a world where everyone is using AI, the brands that stand out will be those that showcase hard-won expertise and personal experiences.

Video PR and short-form content will dominate the media space

Video content is now the most engaging form of media, and this is set to continue for the remainder of 2025. Traditional PR is no longer just about written content; franchisors and franchisees need to integrate video into their media strategy.

More journalists are embedding video interviews into articles, while platforms like LinkedIn, TikTok, and YouTube Shorts are favouring short-form video over text-based posts.

1. Focus on unique, expert-led content AI can summarise existing information, but it can’t provide real insights from real business owners and leaders. Make

What this means for franchisors:

1. Offer video interviews for PR opportunities When pitching stories, offer both

➥

www.franchiseworld.co.uk | Summer, 2025 39

Franchisors are finding it harder and harder to meet

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

ADVISORY ARTICLE written commentary and the option for a short video interview.

2. Create video testimonials Short, authentic clips of franchisees and customers sharing their journeys build trust and engagement more than static testimonials.

3. Use LinkedIn and TikTok for B2B video content LinkedIn’s algorithm now prioritises video, and businesses on TikTok are seeing huge engagement.

If you’re still relying solely on written PR and social content, you’re missing out.

Social proof will be more important than ever for franchise recruitment

Trust is the most valuable currency.

With more people sceptical of corporate messaging, prospective franchisees are looking for proof before making an investment decision.

This means franchisors need to go beyond traditional PR and ensure their brand is backed by: 1. Third-party validation Press coverage, awards, and industry recognition still hold weight.

2. Franchisee-generated content Encourage franchisees to share their own success stories on social media and review platforms.

3. Customer advocacy Positive reviews, testimonials, and user-generated content all help build credibility.

Franchise recruitment is now more heavily influenced by what others say about your brand than what you say about yourself.

SEO-optimised PR will drive long-term visibility

The days of relying on one-off PR hits are gone. As far as we’re concerned,

“

Journalists, business decisionmakers, and consumers are becoming more discerning about what they trust. The brands that win in 2025 will be those that prioritise authenticity, expertise, and personal storytelling.

they were never a thing but, just to be clear: they are now gone!

Instead, franchisors and franchisees need to focus on PR that enhances search engine visibility, because prospects don’t just read an article and buy. They research. They google. They compare.

How to get this right:

1. Ensure media coverage is SEO-optimised PR articles that rank well for relevant search terms will drive leads long after they’re published.

3. Invest in evergreen expert content Thought leadership articles on highly searched topics will continue attracting readers over time.

PR should be part of your long-term digital strategy and never, we repeat, never, just a short-term brand awareness play.

Summing up an article isn’t really in our nature, but we’re always ones to practise what we preach, and, according to the latest intel, readers now like a handy summary in case they are too busy to read a full article. So, here goes.

There has never been much to support a “press release and hope for the best” approach. The brands who succeed will be those that: l Diversify beyond traditional media

l Prioritise authenticity over AIgenerated content

l Embrace video PR and short-form storytelling

l Leverage social proof for franchise recruitment l Use SEO to extend the impact of

PR wins.

If you need help with your own PR strategy, then let’s chat. We’d love to help you take your brand to the next level. Email me at lucy@revpr.co.uk or call 07921 572 554. If you suggest meeting for cake, we’ll pay! n

Wilkins named on the WiTA 2025 Powerlist

PIP WILKINS (below), chief executive of the British Franchise Association (BFA), has been named on the Women in Trade Associations (WiTA) 2025 Powerlist. She has made the list every year since its inception three years ago.

The WiTA Powerlist, is a collaboration between the Trade Association Forum (TAF), the Federation of Small Businesses (FSB) and the Confederation of British Industry (CBI), in recognition of the top women in trade associations.

2. Repurpose media coverage Feature PR wins on your website, LinkedIn, and franchise recruitment materials to extend their impact.

If we had to sum it up

BFA NEWS

Rain Newton-Smith, chief executive of the CBI said: “I’m proud and honoured to lift up and celebrate all the women on this year’s Powerlist. They represent the very best – women making a difference in the world and having an impact for the sectors and industries they work for.”

‘I strive to set a positive example’

Wilkins said: “I’d like to offer my thanks to the TAF, FSB and CBI for creating this Powerlist and for my honoured position on it. I have always said, ‘you cannot be what you cannot see’, so I strive to set a positive example for women across the franchising sector.”

She added: “I truly hope that seeing the wide variety of names and associations on this list, will give women across the commercial landscape the confidence to stride out and claim the roles they set their hearts on.

“I am lucky enough to be supported by an incredible team of men and women here at the BFA and would not be on this list at all if it were not for their support.”

l The list was compiled from over 200 nominations which the judges reduced to the 100 recently published. View the full 2025 Powerlist here. n

www.franchiseworld.co.uk | Summer, 2025 41

Europe’s leading franchise lawyers Fieldfisher is a full service, European law firm.

Our market leading franchise team has been advising franchise businesses for over 35 years.

We advise start-up, growing and mature businesses and their investors on domestic and global expansion, network management issues (including disputes) and exit/transfer issues.

Fieldfisher maintains a superlative franchising practice.

Chambers UK 2025

Top ranked for franchising in the UK

by Chambers and The Legal 500. fieldfisher.com

Please contact us to find out how our experience and expertise can benefit your business.

David Bond Partner +44 (0)330 460 6316 david.bond@fieldfisher.com

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

FRANCHISE REGULATION

Should franchising be regulated or self-regulated?

By Gordon Drakes, Co-head of Franchising and Distribution, Fieldfisher

F

ranchising is regulated in a significant number of countries that have franchise specific laws, whilst others impose a complex and challenging regulatory environment through the application of more general commercial laws.

These laws regulate the franchise sales process, the content of the franchise agreement and some require that the documentation be filed on a public register.

These compliance issues can impact on commercial timelines for doing deals and opening sites and they should be identified at the planning stage.

In the UK, franchising is ‘unregulated’ in the sense that there is no franchisespecific regulation or regulator, but there are several laws and common law principles which affect the franchise relationship.

There is also the strong voice of the British Franchise Association (BFA) with its members agreeing to operate in accordance with its code of ethics. So, in that sense, there is a strong element of self-regulation in the UK.

In other markets, like the U.S., franchising is heavily regulated.

What is the purpose of franchise regulation?

Here are some reasons why governments do decide to regulate franchising: l Protection

There is a perception of franchisees as a vulnerable class of business owners, who can be exploited by unscrupulous franchisors. l Trust

Enhancing consumer trust and brand reputation through standardisation;

regulations can create consistency and a level playing field.

likely to comply voluntarily with standards and guidelines developed by their peers, leading to better relationships and cooperation.

l Clarity Avoiding disputes between franchisors and franchisees.

l Avoids government overreach

l Stability Regulation can ● Gordon Drakes contribute to the stability of the franchise market by preventing the proliferation of lowquality or unviable franchise systems, which could otherwise harm both franchisees and consumers.

Self-regulation allows the industry to address concerns and maintain standards without government intervention. This autonomy preserves the entrepreneurial spirit of franchising and avoids burdensome regulatory requirements that may stifle innovation and growth. l Cost-effectiveness

What are the arguments in favour of self-regulation? l Flexibility

Self-regulation allows franchisors and franchisees to tailor their practices to their specific needs and circumstances without being bound by rigid government regulations. This flexibility can enable quicker adaptation to market changes and innovations.

Self-regulation can be more costeffective than government regulation.

Franchise associations can pool resources to develop and enforce standards, reducing the financial burden on individual businesses. l Maintains competitive advantage

Self-regulation can help maintain the competitive advantage of established franchisors by setting high standards for entry into the market. This can deter less reputable operators and protect the reputation of the industry as a whole.

l Industry expertise

What are the main challenges for self-regulation?

l Responsive to market needs

l Loose practice/greater potential for exploitation The lack of an independent body overseeing the sector creates conditions for sharp practices. Some operators will use the fig leaf of an association, such as the BFA, to gain credibility in the market, but without a serious commitment to standards. It is a failure of self-regulation when these bad apples are not rooted out, but part of the problem relates to how such associations are funded and that the sanctions are often inconsequential, or inconsistent.

Franchisors and franchise associations possess deep industry knowledge and understanding. Self-regulation allows them to develop standards and guidelines based on this expertise, ensuring that regulations are practical and effective.

Self-regulation can be more responsive to the evolving needs of the market compared to government regulations, which may take longer to implement.

Franchise associations can swiftly adjust standards and guidelines to address emerging issues or trends. l Promotes trust and collaboration

Self-regulation fosters a sense of trust and collaboration within the industry.

Franchisors and franchisees are more

l Lack of uniform standards/ understanding around ‘norms’/‘best practice’ The lack of standardisation in contracts and the varying degrees of experience ➥

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

FRANCHISE REGULATION of those drafting them can prolong negotiations and increase costs. It also means that a franchisee can experience a very different legal environment from one brand to another. l Lack of voice when it comes to

applicable regulations For example, the franchising sector struggled to make its voice heard when the UK and EU block exemptions were renewed recently. It was a missed opportunity for the sector, and the rules remain hard to navigate. l Lack of government backing

This can arguably hold back the growth of the franchise sector. l Courts are not always well-equipped

to deal with franchise cases Judges do not always understand the dynamics of franchising, and the court process is very long and expensive, which favours the rich and powerful.

This creates asymmetry in access to justice. There is a lack of a clear alternative, although the BFA and similar associations elsewhere are attempting to address this through a mediation scheme.

What are the main challenges for regulation? l Cost

The compliance burden of disclosure documents, registration and annual updates can make deals unviable. l Lack of nuance

All types of activity get caught by the same regulations: For example, rules and regulations which are clearly designed to protect ‘Mom-and-Pop’ franchisees also apply to big corporates/cross border franchisors. This leads to unnecessary delay and transaction costs. l Overreach

For example, franchise regulations in France require a foreign franchisor to prepare a local market study (isn’t that meant to be for the franchisee to know?), or a requirement under the Dutch Franchise Act to obtain a simple majority of franchisees before making a substantial change to the system (arguably, this makes franchise systems less agile in the face of market changes). l Acting as a trade barrier

For example, local manufacturing requirements in Indonesia, restrictions of royalty rates (bank approval required in

South Africa), requirement for minimum trading history of the franchisor, 2 + 1 rule (Saudi and China). l Ineffective enforcement bodies

Interminable delays in the registration process in some markets, and the complexity of the rules in others mean that some brands simply pretend that the relationship is something other than a franchise.

Examples of regulation The impact of general commercial laws on franchising Franchising is regulated by a variety of general laws such as the duty of good faith, anti-trust law, unfair competition law, agency law and consumer law which must be taken into account.

In civil law jurisdictions, such as most of Europe, all commercial agreements must be conducted in accordance with the commercial civil code.

These codes will imply a number of general principles into a franchise agreement, such as a duty of good faith and a requirement for balance and equity. This is why civil law franchise agreements are often shorter than common law agreements, and lack some of the teeth that a common law franchise agreement might include around issues such as breach and termination.

Competition law has a significant impact on the franchise relationship, regulating issues such as exclusivity (sales and supply), online activity, non-competes and pricing.

In some jurisdictions, franchisees may qualify for protection under applicable commercial agency laws, or even consumer protection laws.

Regulation of the sales process Countries such as the U.S., Canada, Australia and China require a prescribed form pre-contractual disclosure. Key disclosure issues include the how and when the disclosure must be made, mandatory cooling off periods before the deal can be finalised and the scope of the content of the sales and disclosure documentation.

The consequences of a failure to comply with disclosure requirements vary. Non-

44 Summer, 2025 | www.franchiseworld.co.uk

“

Some might say that no regulation is better than bad regulation and in the context of the UK, and I am inclined to agree, given that there are several checks and balances which regulate the franchise relationship in the absence of specific regulation.

compliance generally entitles the franchisee to walk away from the agreement without restrictions, provided it acts within a reasonable period of entering into the agreement. The franchisee can also sue the franchisor for damages. Some jurisdictions also impose fines for failure to comply.

Regulation of contractual terms Franchise specific laws in certain countries impose mandatory contractual terms in the franchise agreement. These often include a minimum term, a duty of good faith, restrictions on termination and restrictions on post termination noncompetition clauses, and so on. These mandatory provisions may impact on the proposed business model and change the terms of the commercial deal on offer.

Registration requirements Some jurisdictions require the franchisor to register only relevant details whilst others require registration of all the documentation. In developing markets this is to enable the government to monitor franchisors doing business in the market whilst in more developed economies (such as the U.S. and Spain) it is to ensure transparency and maintain a certain level of quality.

In some countries, there are multiple registration requirements. For example, franchisors in China who sell franchises in just one province, must file the information at the local office of the Ministry of Commerce (MOFCOM) of that province, whereas for crossprovince franchising the papers have to be filed with MOFCOM itself.

Conclusion

Some might say that no regulation is better than bad regulation and in the context of the UK, and I am inclined to agree, given that there are several checks and balances which regulate the franchise relationship in the absence of specific regulation.

RESTAURANT FRANCHISE

“

In the UK, whilst franchising is an embedded part of the economy, its share of economic activity is still relatively small, and it seems unlikely that the UK government is going to prioritise a franchise regulation any time soon.

Regulation or no regulation, the reality is that there will always be instances where franchisors and franchisees fall out and litigate.

In the UK, whilst franchising is an embedded part of the economy, its share of economic activity is still relatively small, and it seems unlikely that the UK government is going to prioritise a franchise regulation any time soon.

Nevertheless, if I had the opportunity to propose a new franchise regulation for the UK, these are some issues which I would like to be addressed. l Minimum criteria before a business

can franchise.

l Mandatory short form disclosure documents (but no registration requirement).

l Mandatory training courses for new

franchisees, and franchise advisors.

l Mandatory rights and obligations for franchise agreements.

l A franchise-specific block exemption,

to bring greater clarity around how competition law impacts on franchise systems. l A dedicated mediation forum for resolving franchise disputes.

Striking the right balance is key. The objective of the regulation must be to provide trust in and certainty for the sector which will drive growth and innovation.

This could be achieved through a mixture of new regulation, government or sector sourced funding, and evolved roles for national franchise associations.

A regular review of the efficacy of the regulation must be part of the solution.

It would be helpful if the EU considered harmonising its approach to franchise regulation. n

www.fieldfisher.com

“ Marco Pierre White

Keeping our offer fresh and interesting to guests differentiates us away from our competitors.

Restaurants see cover growth across brands

T

he Marco Pierre White Restaurants group has reported its franchise estate has enjoyed continued cover growth during the first quarter of 2025 compared to the year before.

The month of March saw an increase in covers of 10%, with the previous two months achieving growth of 20% and 6% respectively.

Its UK-wide franchise restaurant group which includes its Chophouse (above), New York Italian (right) and Steakhouse brands, also enjoyed a positive Valentine’s Day which posted a 24% increase in covers compared to 2024 .

‘Experiencing excellent footfall’

Darren Coslett-Blaize, brand director said: “At a time of increased economic uncertainty it’s encouraging to see that our franchise partners are experiencing some excellent footfall.

“Our main objective is to make our partners’ restaurant the most attractive in their area, and through fresh ideas, menus and offers, we’ve enjoyed early initial success.

“The new spring menu includes the 1961 set menu which gives guests two courses for under £20 and presents superb value for money.”

Robyn Lee, marketing director added:

“Keeping our offer fresh and interesting to guests differentiates us away from our competitors. The seasonal menus alongside relevant, timely promotions have been one of our main priorities.

“Working closely with the franchise partners is also key in the recent success.

This includes elements such as localised marketing activity, on-going food and drink training with the restaurant teams, while our food and procurement team ensure that the dishes served are consistent across the group while generating an excellent gross profit.

“We’ve also maximised the use of brand partnerships which has resonated well with guests. It’s this total package of support that places us as market leaders and we’re looking forward to the summer months where we will be activating more promotional offers that will keep guests coming back.” n

www.blackandwhitehospitality.com

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

NEWS

SMART VEHICLE REPAIR FRANCHISE

Dish’d opening of its 50th location

DISH’D, a delivery-only food brand, has launched its 50th franchise location.

The new opening in Hemel Hempstead, Hertfordshire, is the third outlet for franchisee, Umar Kanagaratnam.

Founded in 2023, Dish’d said it has built a reputation for its highly popular, trend-focused food brands that drive repeat business, with an average additional sales for its franchisees of £8,000 per week.

Dish’d explained that its virtual food franchise model is ideal for restaurant owners, takeaway operators and commercial kitchens, which are looking to generate additional income. All of the menus are designed to work using an existing commercial kitchen, so franchisees can continue to run their own businesses.

Kanagaratnam said: “Working with Dish’d has changed my business. Before partnering with Dish’d we had a low footfall and rising costs. The additional income from their brands has doubled my weekly takings and given me the opportunity to open my third location.”

Dish’d portfolio of food brands

l Eugreeka! (Greek classics made with soft handmade pittas) l Leb + Nöm (a feast from the Middle East) l Bao + Bowls (soft bao buns and rice bowls) l Wingology (gourmet fried chicken)

The franchisor said the dishes are created and market tested by its development chefs before being introduced to franchisees, making sure they are easy for franchisees to replicate consistently. n

“

In five years, we expect to be running multiple vans and technicians from our own facility, with state-of-the-art gear. – Jake Neadley

Revive! franchisee with ‘impressive ambitions’ to drive growth R

evive! Auto Innovations has launched in King’s Lynn, Norfolk, with franchisee Jake Neadley (below), to provide mobile SMART vehicle repairs to car dealerships and vehicle owners across the region.

Neadley had always aspired to start his own business, and ventured into mobile repairs after being unable to find a quality local service when his own car was damaged.

With impressive ambitions for the business, Neadley said: “In five years, we expect to be running multiple vans and technicians from our own facility, with state-of-the-art gear.

“We’ve already started building up some great relationships with local car dealers and we’re on the lookout for our second technician, so we’re well on the way to building up a successful brand in the region.”

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

Cathryn Hayes, franchise director at Revive! commented: “Jake is a natural-born entrepreneur. He has a true passion for outstanding customer service and the powerful ambition to drive commercial growth.”

The launch marks the brand’s fourth new franchisee this year and will strengthen its expanding group of more than 50 franchisees and over 220 accredited Institute of the Motor Industry local technicians.

Hayes added: “Branching out into new territories forms a key part of our longterm business strategy. New franchisees are launching into regions with high demand from dealerships and present a strong retail growth opportunity.”

Revive! said its market-leading cosmetic repair service is renowned for a fast, convenient and cost-effective alternative to traditional body shops. n

www.revivefranchise.com

ADVICE FOR FRANCHISORS

The silent majority: Why more franchisees are selling than you might think

By Emma Bohan, Co-Director, Franchise Resales

F

ranchising has always been synonymous with opportunity. For many, it’s the gateway to independence, personal growth, and long-term success.

But while much of the industry’s attention focuses on new franchise openings and recruitment, there’s another equally valuable story unfolding quietly across the UK – a wave of established franchisees preparing to sell their thriving businesses and pass the torch.

This isn’t a trend to fear. In fact, it’s something to embrace.

At Franchise Resales, we speak daily with business owners who’ve grown successful operations and are now ready for the next phase of their journey – whether that’s retirement, a new challenge, or simply the satisfaction of having built something worth selling.

This ‘silent majority’ of franchisees aren’t in crisis; they’re making positive, strategic decisions. And their stories deserve to be part of the franchising conversation.

Resale is a sign of strength

One of the most persistent myths in the world of franchising is that resales are a red flag. That if someone is selling, something must be wrong. But that couldn’t be further from the truth.

The vast majority of franchisees we work with are proud of what they’ve built. Their businesses are performing well. They have loyal customers, great teams, and a strong brand. But like any good journey, theirs has a natural next step – and often, that step is handing over to someone new.

“

Here’s what we hear most often:

One of the most persistent myths in the world of franchising is that resales are a red flag. That if someone is selling, something must be wrong. But that couldn’t be further from the truth.

l “I’ve had a great run. Now I want to retire on a high.”

l “We’re relocating to be closer to family, and it’s time to pass this on.”

l “I’ve got a new business idea I want to pursue.”

l “I love what I’ve built – but I’m ready for a different pace of life.”

These are not stories of failure – they’re the stories of successful exits – and they’re becoming more common.

A positive transition – not a secret struggle So why don’t we hear more about franchisees planning their exit?

The truth is, many keep their intentions quiet – not out of shame, but out of uncertainty. They’re unsure how the franchisor will react, whether it will affect their team, or if buyers will see them differently.

After all, what could be more inspiring to new recruits than knowing the brand has not only helped people build thriving businesses, but also realise the value of them when it’s time to move on?

Why franchisors should pay attention

For franchisors, the growing number of experienced franchisees preparing to sell presents a real opportunity. By leaning into this movement, franchisors can: l Ensure smooth, brand-aligned transitions.

l Keep successful territories operating at full potential.

l Attract motivated new owners into proven locations.

Franchising is often painted as a ‘forever’ decision. But the most futureready networks are those that acknowledge, support, and celebrate the full business journey – including the exit.

l Showcase their model’s long-term value and return.

A successful resale proves the system works. It creates space for fresh ambition while honouring the legacy of those who came before. And it reinforces a ➥

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

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

www.franchiseworld.co.uk | Summer, 2025 47

NEWS

ADVICE FOR FRANCHISORS message every franchisor wants to send: “You can grow a valuable business with us – and you’ll have support every step of the way, including the exit.”

Creating a culture where exit is part of the journey

At Franchise Resales, we work with franchisors across the UK to help embed resale readiness into their networks.

Here are some of the most effective strategies we’ve seen:

1. Talk about exit from day one By framing exit as a natural, even aspirational part of the journey during onboarding, franchisees can see from the start that resale is something to be proud of – not a taboo subject.

2. Offer clear resale resources A simple guide explaining the process, timelines, and support available helps franchisees plan ahead and engage proactively, rather than waiting until they feel burnt out or overwhelmed.

3. Celebrate sellers, just like buyers Highlighting successful exits in internal communications, newsletters, or events reinforces the idea that resales are success stories. They show what’s possible and help normalise the process.

4. Build a trusted resale pathway – with the right support Working with trusted, specialist brokers ensures that sellers feel supported, buyers are qualified, and the franchisor stays informed and involved without taking on all the admin themselves.

At Franchise Resales, we partner with franchisors to streamline the entire process; handling everything from initial conversations and valuations to marketing, buyer vetting, and deal progression. We operate as an extension of your brand, ensuring the resale reflects your values and protects the long-term health of your network.

Whether you want to create a resale guideline booklet, build a pipeline of future exits, or simply ensure continuity

“

across your territories, our team are here to support you at every stage. We bring the structure, insight, and care to help every transition feel like a success, for the seller, the buyer, and the brand.

5. Encourage open, judgement-free conversations Franchisees are far more likely to speak up if they know they’ll be met with encouragement and understanding. That openness helps everyone plan better – and avoid surprises.

The bigger picture: A network that evolves with grace

We often describe franchise networks as living systems. People join. People grow.

People move on. The strength of the network lies in how well it supports each phase of that journey – not just the start.

A mature brand doesn’t just recruit well – it evolves well. It retains value through succession. It celebrates legacy while welcoming new energy. And it empowers franchisees to exit with the same confidence and pride they had when they joined.

The ‘silent majority’ of sellers we see every week aren’t a challenge to overcome – they’re a success story waiting to be told. And when franchisors embrace that narrative, the entire network benefits.

Final thought

Franchise resales are not the hidden corner of franchising – they are a central part of its future. As more franchisees reach the point where they want to realise the value of what they’ve built, we have the chance to support them in a way that’s professional, structured, and celebratory.

Because every great business journey deserves a great ending – and a confident new beginning for the next owner.

At Franchise Resales, we’re proud to help make that happen. n

A mature brand doesn’t just recruit well – it evolves well. It retains value through succession. It celebrates legacy while welcoming new energy. And it empowers franchisees to exit with the same confidence and pride they had when they joined.

Ambitious growth plans at One Stop

THE convenience store retailer, One Stop, reports that it has continued to hit its key growth milestones despite the challenging economic climate and now has over 700 company stores and over 350 franchise stores nationwide.

One Stop, a subsidiary of Tesco which acquired the stores in 2003, said it has a clear plan of ambitious growth that will see it launch bold new initiatives that will set it apart from the competition.

Carl Traill, head of franchise development at One Stop, commented: “There’s never been a better time for independent retailers to partner with us. It’s a challenging time to be in convenience retail, however our team of experts can maximise business potential.”

Online delivery platform

One Stop said it has experienced exceptional growth in online sales over the last couple of years with more independent retailers recognising that online delivery is an opportunity to build an additional income stream, and attract customers outside of their catchment area.

The company explained that its award-winning online delivery platform integrates four delivery partners (Uber Eats, Just Eat, Deliveroo and Snappy Shopper) into one centralised system and with technology advancing all the time, it will allow franchisees to evolve ahead of customer demand, while simplifying in-store operations. l One Stop launched as a franchise in 2014 and its neighbourhood stores employ over 10,500 colleagues. n

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

ADVICE FOR FRANCHISORS

● Body Fit Training provides group strength training programs built to provide positive outcomes

for all fitness levels in a welcoming and encouraging environment.

Think global, act local: The master franchise investment

By Jason Clark, Franchise Sales Director, Body Fit Training

A

master franchise agreement allows a franchisee to grow and manage a brand within a specific territory, combining global brand strength with local or regional expertise.

While this model supports rapid expansion, it also requires a careful balancing act between maintaining brand consistency and adapting to regional markets. A one-size-fits-all approach can miss important regional nuances, while too much deviation from the core brand can lead to inconsistency. The principle ‘think global, act local’ is essential for striking the right balance.

By leveraging the credibility and resources of a global or national brand, while adapting to local market needs, franchisees can build strong customer connections, remain competitive and drive long-term success.

The power of an international brand

A well-established franchise offers significant advantages for its franchisees, including instant credibility,

existing brand awareness and easier customer acquisition compared to independent businesses. Franchisees gain access to a proven business model with established systems, comprehensive marketing support and ongoing operational guidance – all of which reduce risk and streamline growth.

Franchisees also benefit from ● Jason Clark economies of scale, such as national advertising campaigns, bulk purchasing power and access to industry insights, helping to enhance competitiveness and ensure long-term success.

Consistency across locations is key to building trust and loyalty. Customers appreciate knowing what to expect, which strengthens the brand’s reputation.

For example, at Body Fit Training (BFT), community is at the heart of what we do, which is reflected in our focus on group coaching to create a supportive

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

and motivating environment. Whether it’s the UK, Asia or Australia, our members experience the BFT difference – it’s why we’re proudly: Different.

Better.

A master franchise agreement further amplifies this success by empowering franchisees to operate at a larger scale within designated territories. To truly maximise this potential, adapting to local markets helps them thrive, both regionally and nationally.

Understanding local markets

Although powerful, brand recognition only gets you so far; franchisees need to connect with local customers in the right way. A one-size-fits-all approach rarely works because of differences in culture, consumer behaviour and local competition. What appeals in one area might fall flat in another, so recognising these differences is essential.

This is where effective market research can be a game-changer. Knowing the local community – their habits, preferences and what they value – helps franchisees tailor their offerings and marketing strategies to suit.

NEWS

Digitalising how you engage with the community

Today, digital tools are a powerful way to personalise the customer experience.

Franchisees can use technology to tailor promotions, services and even communications to the specific needs and preferences of that local market.

This level of personalisation makes customers feel valued and understood, helping to build stronger connections and loyalty.

Social media and local partnerships are also incredibly powerful for community engagement. By maintaining an active presence on various social media platforms, franchisees can connect directly with their local audience, sharing relevant content and promotions that speak to their community. Local collaborations further strengthen this bond. A franchise that integrates itself into the local fabric stands out from competitors, drives foot traffic and creates lasting customer loyalty.

Striking the right balance

In essence, you need to combine the power of an international brand with an understanding of local markets – but how do you do it?

Brand consistency is key – customers expect an element of familiarity no matter where they are. Whether it’s the logo, service standards or signature product, keeping these similar helps build trust. Customers want to know they’ll receive the same great experience regardless of where they are. Having consistency strengthens the brand and makes it easier for customers to connect.

However, it’s also important to allow some flexibility when localising offerings. While the core brand should always stay intact, adapting certain aspects – social media, promotions or even studio layouts – can help make a brand more relevant to the local community.

“

A master franchise agreement provides a structured framework that ensures brand consistency while offering franchisees the ability to be flexible and adapt to local markets.

At BFT, we believe in ‘freedom within a framework’ – this means there is a set framework that franchisees must adhere to, however, there is freedom within that where they can scale and adjust to meet their communities needs and expectations. Striking this balance is crucial – you want to be flexible enough to meet local needs without losing what makes the brand unique.

Listen to customer feedback! By understanding what works, what doesn’t and what could be improved, franchisees can make smart adjustments. Staying attuned to local trends helps ensure that franchisees remain relevant and responsive, with the ability to make quick changes based on customer preferences.

It’s also important to learn from both successes and setbacks. No business is perfect, but those who embrace learning from their experiences – both good and bad – are better positioned for growth.

A master franchise agreement plays a vital role in striking the right balance. It provides a structured framework that ensures brand consistency while offering franchisees the ability to be flexible and adapt to local markets – in other words, ‘think global, act local’.

With a master franchisee who understands regional differences, there’s room to make necessary adjustments without compromising the brand’s core values. This model provides franchisees with support and guidance while allowing them to stay agile and responsive to the community. n

www.bodyfittraining.au/franchise

The ‘black sheep’ UK milestone

BLACK SHEEP COFFEE has reached a milestone on its UK journey with all territories in Scotland being allocated to franchise partners. The milestone follows the recent commitment by MDM Group Enterprises to open over 10 new stores in North Scotland.

Led by an experienced operator David Moore, who has operational expertise from his time at Costa Coffee and KFC, MDM will open in locations across the region in Angus, Perth and Kinross, Fife, Clackmannanshire, Aberdeenshire, Moray, and the Highlands.

Each new store, which will be independently owned and operated, is expected to create around 10 jobs locally, with Black Sheep Coffee doubling its Scottish footprint over the next five years.

Mission of the co-founders

Black Sheep Coffee co-founders, Eirik Holth and Gabriel Shohet, in 2013 decided to quit their jobs on the same day and ‘rid the world’ of boring average-tasting coffee.

Sourcing specialty-grade 100 per cent Robusta coffee, they went against the market trends and became the ‘black sheep’ of the coffee world, continuing that ethos throughout the brand. They remain actively involved in the business as co-chief executives.

l Black Sheep Coffee is renowned for ‘unapologetically’ bold coffee flavours, its Norwegian waffles, and classic treats like raisin danish, chocolate cookies and croissants. n

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

ADVICE FOR FRANCHISORS

How to transform team members hidden know-how into a valuable asset

By Penny Hopkinson, Founder, Manual Writers International

R

unning a franchise appears straightforward: protect the brand, hand over the manual, and collect the management service fees.

However, the reality is much more complex. The ‘secret sauce’ that keeps customers returning isn’t a logo or a laminate-bound tome; it’s the thousands of small actions your team members take daily – actions that drift, vanish, or mutate the moment they aren’t captured and shared.

In this article, we explore how to transform that hidden know-how into a valuable asset: first, by fencing it off and making it easily accessible, and second, by integrating it into daily habits and demonstrating its benefits.

Act immediately upon spotting an inconsistency – whether between outlets, shifts, or the standard you promise and the one that appears on a Tuesday afternoon. If you delay, each new site incurs higher opening costs, training expenses, and complex rescue operations.

If you’re tired of support calls that start with ‘I can’t find...’, your franchisees are certain the answers exist but never see them, and every team member who wishes to work smarter without waiting for head office permission, here’s a solution.

The reason it works is straightforward: clear, mobile-first instructions at the point of need reduce errors, a friendly £100 ideas race ignites grassroots innovation, and a living hub ensures that the best solution in Glasgow on Monday becomes standard practice in Guildford

by Friday.

You start with the area of greatest pain: the creaking PDF, the training bottleneck, or the fluctuating mysteryshop score. Choose one, apply the steps, and observe the momentum build.

Read on, take the bits you like, and adapt them to your sector. The sooner your expertise flows, the sooner every outlet performs as brilliantly as the one you showcase on the website.

Why this is important

A shiny brand and a smart fit-out attract attention, yet profit fluctuates based on your team members’ daily adjustments.

Some outlets exceed their targets because the team utilises effective shortcuts; others struggle because those tips never reach them. Therefore, protect your best practices, replace outdated PDFs with accessible videos, and encourage a continuous flow of new ideas with a straightforward monthly prize.

Begin by enclosing your expertise with a fence

l Tighten the agreement by adding a brief clause stating that franchisees must share improvements with the head office.

“

The ‘secret sauce’ that keeps customers returning isn’t a logo or a laminate-bound tome; it’s the thousands of small actions your team members take daily – actions that drift, vanish, or mutate if they aren’t captured and shared. l Allocate a unique login for each role, ensuring that a weekend temp only sees tills, not tax.

l Record each view and remove outdated accounts at least once a year.

Once the fence is in place, you can share freely without fearing leaks.

Discard the PDF and launch a live hub

Printed manuals become outdated quickly. Replace them with a mobilefirst portal that:

l Use clear file names to ensure the search works effectively from the first attempt. l Establish expiry dates so stale pages disappear. l Displays one owner for each page, preventing confusion about who has updated it.

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

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

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

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

Upload concise clips rather than lengthy text whenever possible. Team members observe, replicate, and proceed.

If you do this for a quarter, the culture will shift independently.

Pick tools that staff actually use

l Mobile devices are paramount.

Most young Millennials and Gen Z team members prefer to conduct training on a mobile phone, so ensure that every page is tested on 4G before the launch.

Video at the point of need

Attach a laminated QR code to each key station or machine. A quick scan with a smartphone opens a 30 to 60-second captioned clip in the appropriate language. Whether a team member learns best by reading, watching, or listening, they receive what they need precisely when needed.

Ignite the spark – the £100 Idea Scheme

Every month, you award a £100 voucher to the individual who submits the most valuable tip. The rules are straightforward: identify the problem, demonstrate the solution, and support it with a photo, clip, or quick statistic.

A continuing points table keeps the competition engaging throughout the year.

Initial successes:

l Crates are redirected to avoid a lift,

thereby reducing back strain.

l Allergen labels are colour-coded to prevent any mix-ups.

l A one-minute fryer video that reduces

training time by half an hour.

The team receives real names, genuine prizes, and authentic praise – and ideas continue to flow.

Transform regular visits into exciting treasure hunts

The area manager already visits to check that everything in the franchise is on track. Add one question: ‘What new improvement have you tried since my last call?’ Film it on the spot, tag it, and upload it. The next day, it’s live for the whole network.

Chart the journey and address the gaps

Split the franchise life cycle into these distinct categories and stages: l New business set-up and support

(e.g. site selection, approvals)

l Your team (e.g. recruitment, onboarding)

l Marketing and promotion (e.g. launch,

public relations)

l Ensure the search box is user-friendly.

Spell check and synonym support mean “steemer wand” still finds the milk-froth guide.

l Day-to-day operating requirements

(e.g. health and safety, maintenance) l Development, growth and profit (e.g. multi-site growth, exit)

Tag each page to a specific stage.

A quick glance reveals where the content is lacking, allowing you to fill the gap before it confuses.

You now have:

l A secure vault for trade secrets.

l A live, mobile-friendly manual.

l Utilise instant translation. A single click transforms text into the local language if you trade across borders.

l Utilise drag-and-drop dashboards. You shouldn't require a data guru to ascertain which pages are being read.

If a feature slows users down, eliminate it. Ease always prevails.

Ninety-day roll-out plan

l Weeks 1–2: Compile a list of all old files and prioritise them based on the risk associated with their loss.

l Immediate QR assistance on site.

l A £100 idea challenge that transforms staff into problem-solvers.

That is adequate to enhance service, decrease support calls – and ensure new outlets stay on schedule.

Keeping the flywheel in motion

l Weeks 3–4: Launch the portal featuring the top 30 procedures.

l Weeks 5-6: Pilot one enthusiastic outlet; address issues promptly.

l Weeks 7–9: Train area managers to record and tag.

The hub is live, ideas are pouring in, and every key job has a QR clip.

Now, you need to cement these habits, demonstrate their value with straightforward numbers, and ensure that the annual awards night becomes the network’s talk.

Momentum outweighs perfection.

Launch first, then refine.

Five daily habits that stick

Reading the breadcrumbs

l Week 10: Launch the £100 prize.

l Week 12: Update the entire network – attach ‘historic’ to every PDF.

l Managers proceed first. Capture and

upload a brief video demonstrating how to resolve a common issue. l Respond with links, not essays. When

a question arrives in your inbox, simply paste the hub link. l Implement a monthly ‘fail-share’ call,

where one outlet shares a story about a mistake and the solution.

l Shout-outs: The top three contributors

will be featured in the Friday news-flash.

l ‘Where does that live?’ Any undocumented tips must be submitted by the end of the day.

Your portal tracks views and watch time.

A brief glance every fortnight reveals: l Who has overlooked the seasonal promotional pack? l Which safety clip is faulty?

l Which outlet fails to open the cash-up checklist?

Reach out or visit before the gap escalates into a complaint.

Connect learning to earnings – no spreadsheets required

Monitor three straightforward figures: ➥ www.franchiseworld.co.uk | Summer, 2025 53

ADVICE FOR FRANCHISORS l Customer satisfaction – a brief survey at the checkout or online.

l Waste or rework – any issues affecting your sector’s margins. l Employee turnover – year-on-year.

Plot outlets on a whiteboard: high hub usage on the right, low on the left.

Patterns emerge. Aim to shift every dot slightly to the right each month.

The grand finale – Idea of the Year

Monthly vouchers keep the rhythm alive; the trophy attracts the brass band. l Identify entries that reduce waste,

enhance safety, or retain staff.

l Each finalist records a two-minute clip – no slides, only evidence.

l All team members cast their votes live at the annual conference.

The winner receives £1,000, and their franchise is awarded a £3,000 training voucher. Additionally, the clip becomes part of the network’s standard playbook.

The next day, everyone asks, ‘What will we enter next year?’

Keep the lights on, even during a disaster

The hub exports a read-only copy of

critical pages every Sunday night and stores it off-site. Regardless of flood, fire, or cyber-attack, the playbook remains accessible. Some insurers even reduce the premium once they see the proof.

What’s next?

Voice search is in pilot: talk to your phone while fixing a fault, and the clip plays hands-free. Augmented-reality overlays and AI content hints are further down the road, but only if they make the job quicker for the user of the tools.

Conclusion

Habits, data, and a touch of theatre transform a knowledge-sharing environment – or hub – into a flywheel.

Team members share more, outlets slip less, and the franchisor experiences increased management service fees.

Continue to nurture the prize pot and monitor the straightforward numbers, and the momentum you ignited this year will sustain the brand through whatever challenges lie ahead.

By now, you’ve realised that a knowledge-sharing environment is more than just a useful library. It’s an engaging hub where team members can participate, learn and grow.

The pizza brand has already begun expanding across the UK, with 20 locations scheduled to open in the next

What matters is momentum: one clip, one win, one £100 voucher each month, followed by an exciting trophy showdown at the conference. Maintain the cycle, and you’ll gain more than royalties – loyalty, consistency, and bragging rights in a crowded market.

Identify your primary pain point, take action this week, and let data, rather than mere optimism, direct you on what to tackle next. Your future franchisees will appreciate it, and so will your profits. n

www.linktr.ee/pennyhopkinson

‘Quality-driven approach’

Boss Pizza’s global expansion plans oss pizza is embarking on international expansion and is aiming to open its first franchised location overseas by 2027.

None of this requires large budgets or specialist teams. An explicit clause in the licence, a mobile-ready portal, a collection of QR codes, and a leaderboard spreadsheet will set you on the right path.

bigger and 50 per cent more affordable than those of the top brands.

NEWS

B

Safeguard the valuable insights that make your brand unique, share them in concise clips at the exact moment they are required, and encourage every colleague to enhance the playbook for a modest reward – then evaluate the improvements. By doing this, you reduce support challenges, accelerate unit openings, and observe income growth without increasing fees.

18 months, and a further 50 planned within three years.

Boss Pizza was established with a vision of producing bigger, better quality pizzas after spotting a gap in the market for fresh dough pizzas. Boss Pizza’s are distinguished by being 40 per cent

54 Summer, 2025 | www.franchiseworld.co.uk

Ajmal Mushtaq (below), chief executive of Boss Pizza said: “We have seen great success in the markets we’ve entered so far and now we’re ready to take our bold flavours and qualitydriven approach to a global audience.

“We’re actively seeking passionate worldwide franchise partners who share our vision of delivering exceptional pizza and redefining the pizza experience in new markets. This is an exciting opportunity to be part of a brand that’s not just growing, but revolutionising the pizza sector.” n

www.bosspizzafranchise.co.uk

ADVICE FOR FRANCHISORS

The evolution of franchising: Past, present, and future

By Farrah Rose, Director and Head of International Franchising, The Franchising Centre

I

have had the incredible honour of playing my own small part in international franchising for over 40 years now. As one of the most powerful engines for global business growth, it has unfolded across multiple continents, industries and cultures, but it never stops developing and changing.

Franchising is amazingly dynamic and is constantly evolving – in many ways, much more than its counterparts in more tradition corporate expansion models.

Both are subject to market forces, consumer trends, technology, and geo-political changes, but franchising has an extra nuanced layer which means it fosters change in a much deeper way: attracting people who often have very different aspirations to those hired as managers or directors, and providing opportunity to a whole new set of talented individuals. Each new franchise partner brings their own ambitions, ideas, and cultural context to the table.

When well-managed, this decentralised diversity becomes a strength, creating a feedback loop that fuels innovation, engagement, and further growth. The more people who join, the more franchising evolves, and the more people with diverse skills perspectives are encouraged to join, themselves become part of the next stage of evolution.

Franchising sure has become something truly wonderful. So, where did it all start, and what can we learn about the future from our shared journey so far?

Rewind to the 1980s and 90s...

When I first started out in franchising it was much more monolithic and far less diverse – in terms of representation and diversity, but also in terms of the variety

“

of business models available. The early days were largely dominated by the big names: McDonald’s, Burger King, Pizza Hut, etc. While not the first or only franchise brands, they pioneered the kind of operational consistency and systemisation which were to become the hallmarks of successful franchises.

Franchising is very much on track to continue being a powerhouse for global growth, but success in the future will depend on brands learning from the past. They will need to continue to evolve and stay agile to remain resilient.

The 1980s also saw the first diversification of franchise models away from the more dominant food and beverage brands, with the rise of service based franchises such as Merry Maids, Midas, and Mr Handyman.

It was an exciting ● Farrah Rose time, and the seeds were being sown for a more modern form of franchising we are familiar with now, where it is accessible to all manner of brands from every conceivable sector.

The 1990s marked a period of rapid international expansion with U.S. brands largely leading the charge, especially across Europe, Latin America, and Asia.

Countries like China and India, newly opening their markets to Western investment, saw an influx of franchises like Subway and KFC. Sector diversification gained pace, too, as franchising extended to specialty retail (The Body Shop, Blockbuster), health and fitness (Gold’s Gym), and personal services.

2000s and 2010s: The birth of the digital millennium

The new millennium brought a technological revolution, one which is still very far from being over. I am sure I don’t need to tell you that this fundamental shift to how we do business has continued to define what franchising is all about, and what it can do. Given the decentralised nature of the business model as a whole, it might just be the most significant development of all.

As the first digital decade wound on, franchises that embraced e-commerce, email marketing, and early social media platforms gained a significant edge.

Behind the scenes, enterprise software transformed operations, making sales tracking, performance analytics, and customer relationship management seamless and real-time.

These new systems opened up franchising to ever more brands and sectors, but also gave a huge boost to more emerging markets like Brazil, India, and South Africa, who were also experiencing a rise in middle-classes with disposable income and a surge in customer demand for new, international brands.

The 2010s were shaped by the “experience economy”. Consumers wanted more than products – they wanted purpose, personalisation, and convenience. This gave rise to new franchise born boutique fitness studios, wellness brands, luxury hospitality concepts, and health-conscious food chains.

COVID: the big game changer

We’re all still dealing with the fallout from this one. As the world shut down for months on end, business either adapted or risked obsolescence, and franchises were no exception.

Dealing with the pandemic accelerated the changes which had already begun with the digital revolution, and the winners were those who could pivot fast and embrace change. Ghost kitchens, remote delivery, virtual fitness classes, and online tutoring all saw a huge rise ➥

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

NEWS

ADVICE FOR FRANCHISORS in popularity, but so did franchises who could offer something special when it came to health, safety and human connection.

Not every business survived and many big names who seemed previously too big to fail fell by the wayside. However, I think we can already look back on the pandemic as a hugely pivotal moment for franchising in general.

While corporate giants struggled to adapt, franchisees were naturally more deeply rooted in their local communities and could move faster and respond with agility to shifting realities. The very structure of franchising itself potentially gave them an edge, too, being by definition decentralised, entrepreneurial, and already primed to harness remote technology and digital tools – at least, to those ready to leave the old ways behind.

So, what comes next?

Franchising is very much on track to continue being a powerhouse for global growth, but success in the future will depend on brands learning from the past.

They will need to continue to evolve and stay agile to remain resilient.

Now, perhaps more than ever, technology will lead the way with AI and automation set to transform everything from supply chain management to customer engagement.

Meanwhile, data analytics will move to the forefront of strategic planning, helping franchisors and franchisees alike understand customer behaviour and market trends in real-time. Embracing modern technology is no longer optional, but essential.

As is a commitment to sustainability and corporate responsibility. That means reducing waste, embracing eco-friendly packaging, cutting carbon emissions, and ensuring supply chains are transparent and ethically sourced – not to mention franchise packages which are themselves ethical for everyone in their network.

Franchises will increasingly be judged by their environmental and social impact, not just by their customers, but by their future franchisees and investors, too.

Working alongside this shift will

naturally be an even strong focus on localisation over blind consistency, and franchising will require greater cultural and regional flexibility than ever before.

Especially as emerging markets in Asia, Africa, and Latin America continue to offer such significant opportunity.

One of the biggest changes I’ve seen in franchising over the last four decades has been a greater focus on diversity and inclusion, and I am confident this will continue as the industry continues to attract people and brands from all manner of cultures and walks of life.

Franchisors need to increasingly support underrepresented groups through funding, mentorship, and training programmes, making franchise ownership more accessible to women and minorities. In parallel, marketing will need to speak to a wider range of global consumers, in order to authentically reflect their cultures and values.

Finally, innovation is driving the emergence of new franchise categories.

It’s been a long time since franchising was just restricted to food and retail, and that trend is gaining momentum. Every conceivable business sector is now seeing a route to growth through franchising, and smaller scale franchise concepts are starting to pack as big a punch as their larger cousins.

Final thoughts...

Remaining resilient and successful as a future-looking franchise is going to be all about agility and adaptive business models. However, it will take a lot more than just following trends.

Franchises which want to lead the way in the next era need to strike a balance between consistency and innovation, and between global leadership and local sensitivity. Most of all, they need to walk the line between the systems they have worked so hard to build and embracing change as it comes.

It won’t be easy, but franchising has never ceased to amaze me in the most wonderful ways. I can’t wait to see what the next chapter brings. n

www.thefranchisingcentre.com

56 Summer, 2025 | www.franchiseworld.co.uk

Inaugural store exit and a ‘visual identity upgrade’

SAM ELIA and Menashe Sadik, co-founders of Chopstix, the Pan-Asia inspired quick service restaurant, are seeking a new location on London’s Oxford Street after saying ‘goodbye’ to their first store which opened on the iconic street in 2002.

Elia said: “I will always remember the queue of people outside when we first opened. It was at that moment I knew Menashe and I had a hit on our hands and, for that reason, it will always be part of the brand’s history.”

Since its founding 23 years ago, Chopstix has expanded from the single Oxford Street store to over 150 sites, and recently announced a strategic partnership with a European quick service restaurant platform (QSRP) to accelerate expansion of the brand across the UK and Europe.

The closure of the inaugural store comes as Chopstix has announced a ‘visual identity upgrade’ for its stores. The first new concept store to open is Bridgend in Wales, with new visuals, store offerings including bottomless drinks and table service, and improved operational approaches.

Chopstix said its new store concept is to be implemented across all new sites, in addition to it identifying existing stores in its estate to undergo refurbishment.

Sadik commented: “As we begin the process of upgrading our in-store visual identity and build up our pipeline of new stores with our partners QSRP, this is a truly exciting moment in the Chopstix story, even if we are sad to close a previous chapter.” n

ADVICE FOR FRANCHISORS

How to create a single website that can serve your franchise business

By Rob MacFarlane, Content Writer, Mayfly Internet Marketing

N

owadays, it’s unusual for a business not to have a website, even if they have a presence on social media. This is because websites typically allow people to find all the information they need to know about a business and its products and services.

While this is true for franchises as well, there’s a key difference - you’re trying to advertise for a core service and a franchise opportunity.

This is on top of the regular challenges faced by businesses online, which include establishing an online presence and appealing to consumers over your competitors. In this article, I’ll give you insights into how to create a single website that can serve your franchise business.

What are the goals of your franchise website?

When designing your franchise website, the first step is to discuss what you want to achieve. Assessing your business goals is essential before any significant marketing investment to ensure everything is aligned. For instance, if you’re trying to attract more franchisees, then it’s important to consider who the ideal candidates are and the areas that need covering. l Assess the local market

Next, look at the market for your niche.

You probably have an idea of your ideal customer, but what do they actually look like within the areas you operate?

Demand for your services can also vary between franchise areas, so it’s important to play to your strengths and target audiences accordingly. Local search engine optimisation (SEO) strategies are often highly impactful for franchise brands, with location landing

recommended regardless of your target audience. The main features of a website that’s optimised for mobile users include:

pages and location-based keyword research being commonplace tactics.

l Create a consistent brand experience

Although it can seem repetitive to mention the same values and use the same call to action (CTA) across an entire website, it’s important to remember that first-time visitors can come to your site from any page.

Therefore, consistent branding helps ensure all potential customers and franchisees have the same experience.

This extends to the content published under your brand’s name on social media, Google Business Profile, in emails, and the actions of franchise workers. l Optimise for mobile users

l Short paragraphs of text that can be scanned quickly l Fast page speed l Compressed images l Avoidance of pop-ups and ads l Search function

Your website as a valuable franchise marketing tool

If you aren’t optimising your website for mobile users, you’re missing out on a huge amount of traffic. Estimates indicate revenue from UK mobile commerce sales will exceed £100bn in 2025, which will continue to rise to over £109bn by 2027.

Gen Z and Millennial consumers have been shown as more likely to research products and services on mobile, although mobile-friendly designs are

The primary goal of your franchise website should be to generate organic leads for both sides of your business.

Whether they’re looking for services or to come on board as a franchisee, when people discover your brand online, they should be encouraged to investigate your offering.

Even the fact that your brand appears on search engine results pages (SERPs) for industry or franchise-specific queries will go a long way. To this end, it’s recommended to create service pages that target specific keywords. Over time, you can build up a catalogue of content to boost your topical authority. Once you

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

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

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

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

www.franchiseworld.co.uk | Summer, 2025 57

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

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

Companies who trust Mayfly:

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

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have a website populated with quality, relevant, user-specific content, Google is more likely to feature your web content higher up in search results.

Where to start when designing a franchise website

As an established franchise business, it can be a daunting prospect to create a website that reflects the scope of your services, the areas covered, and the franchise packages, all while following consistent branding. It’s important to strategise in the early stages of the build to ensure the site is effective at attracting quality leads and converting them to paying customers.

When you partner with a professional marketing agency for a new franchise website, the first step is to create a sitemap. This establishes which pages will be on the site, their hierarchy, and what the menu looks like.

Do I need multiple websites for my franchise business?

In short, no. While it might seem logical to have one website each for the serviceside and franchise-side of the business, or even microsites for each franchise location, this can have a few drawbacks.

The first is that creating, hosting, and maintaining multiple websites is very costly.

Here at Mayfly, we moved one of our clients from a microsite model to a singular website. Before, they had individual domains for every location covered by the franchise. These were brought over onto the main brand website as in-depth location pages.

Although this change involved largescale redirects from multiple domains, this was worth it in the long term to bring users to a single website. We believe this also makes sense for franchises from a business perspective, as all your operations can be found in one place.

Checklist for designing an effective franchise website

While there are many potential benefits of websites for franchise businesses, these are only accessible when a website has been designed and built accordingly.

Before you start work on your website, consider the following:

ADVICE FOR FRANCHISORS

“

While it might seem logical to have one website each for the service-side and franchise-side of the business, or even microsites for each franchise location, this can have a few drawbacks. l Focus on the user journey

Arguably, the most important factor driving conversions for a website is the user journey. This starts when people first discover your content on the SERP, to their first gateway page, to the actions they take on the site. Navigation elements such as a search function and breadcrumbs are crucial to ensuring a good experience for visitors.

Key landing pages should also feature internal links throughout to help users find the information they need. These must be related to the content on the page to be relevant to the user’s search intent. Strategic interlinking can also support on-page SEO efforts by improving the authority of certain pages.

Similarly, content clusters are impactful in signalling to Google what kind of topics are covered on your website. l Tailor offerings to the local market

Your website copy must emphasise how your products and services fulfil the needs of those in your surrounding area. Crucially, this key info should be included near the top of the page and presented clearly so users can find what they’re looking for. Each location page should also contain different content that reflects the market in that area. For instance, if you offer B2B services, it’s important to establish what kinds of businesses operate in each of your franchise areas to tailor marketing efforts accordingly. l Call to action

A core element often missing from webpages is consistent and relevant CTAs. It might seem like a small thing, but these short bits of text are vital to encourage users to take specific actions.

For example, ‘Fill out our form’ for the franchise offering and ‘Get a free quote’ for the service offering. CTAs should be positioned strategically throughout pages to be as noticeable as possible, with location-based wordings when relevant. l Location pages

Pay attention to location pages, creating

unique content that details key information about the business and its offering. Boilerplate text (text that’s repeated across multiple web pages with little to no changes) should be avoided at all costs.

Location pages focusing on locationbased keywords are essential for franchises to rank in location-based SERPs. Location-specific schema is another local SEO tactic that should be employed, as this microdata helps Google better understand a page’s content. l Stick to brand guidelines

As a franchise business owner, one of the most powerful tools in your marketing arsenal is your brand reputation. By cultivating a recognisable brand within your niche and one with clear core values, consumers will hopefully become familiar with your products and services just from seeing the franchise name or logo. This includes featuring your franchise’s branding across all parts of the website. When writing content for your website, keep your core values front and centre.

It can be helpful to relook at your brand guidelines every year to make sure that your branding still serves to reflect your franchise. It’s natural for businesses to evolve over time, so although it can be a lot of work to update branding across the entire franchise site, it’s worthwhile to ensure an accurate representation.

Take your time in getting your franchise website up and running

It can be tempting to try and go through the process of creating your franchise website as quickly as possible to start seeing the results. However, we’d strongly advise against this. We’ve seen time and time again where rushed and poorly thought-out websites do very little to promote brand awareness and bring in new customers.

Your ideal franchise website will be supported by days of careful planning and strategising, supported by professional marketers and web designers. The time spent here will pay dividends in the long term by increasing your online visibility for users within your franchise niche. n

www.franchiseworld.co.uk | Summer, 2025 59

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.

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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. ➥

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MULTI-UNIT AGREEMENT

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

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain.

The franchisor’s refusal to make changes is an indication of the strength of its system. Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees. One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you. It should set out in detail what the franchisor is going to do for you and what you will have to do in return. All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted. A franchisee just can’t take the sign down and continue trading as before but under a different name.

After all, it provided your training and its business system. It wouldn’t like you to become a competitor and will, therefore, want to resell your territory to a new franchisee. n

Q

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

Doner Shack expands in Glasgow with multi-unit franchise agreement

D

oner Shack is expanding its footprint in Scotland with a multiunit franchise agreement with entrepreneur Abrar Khaliq. The threesite deal will see the Berlin-inspired kebab brand open locations in one of the UK’s most dynamic food scenes, reported the franchisor.

Sanj Sanghera, co-founder of Doner Shack commented: “Even though Doner Shack is now growing across four continents, there’s something deeply personal about expanding here in Glasgow. It’s our home city where so much of our journey began.

“Seeing the brand grow locally means a lot. Abrar understands what we’re about which is great food, high standards and building real connections with our customers. He’s exactly the kind of franchise partner we love to work with.”

Doner Shack said Khaliq, Glasgow born and bred, knows the city like the back of his hand, from prime locations to local tastes, and has an instinct for what hungry customers want.

“

Khaliq said the opportunity to work with

another Glasgow-based operator was really important: “I’ve been watching Sanj work on Doner Shack for years and what impresses me the most is the team’s relentless pursuit to make it the best.

“I’ve seen the menu develop into something I think is really impressive and ultimately, the biggest thing for me is the food – it’s absolutely next level.

I genuinely find myself at my local Doner Shack every few days with friends and family because I just love it that much.

“Having been surrounded by business and entrepreneurship, it’s given me a strong appreciation for what it takes to build a brand and connect with the community.

“Opening restaurants in Glasgow is a huge moment for me and having the support of Doner Shack’s experienced team is a real boost. I think now is the perfect time to join Doner Shack with so much momentum on a global scale and I’m excited to be part of it.” n

www.donershackfranchise.com

Seeing the brand grow locally means a lot. Abrar understands what we’re about which is great food, high standards and building real connections with our customers.

62 Summer, 2025 | www.franchiseworld.co.uk

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