Franchise World | Summer 2026

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

Summer | 2026

FranchiseWorld Covering franchising since 1978

Joint event offered education and celebration of women

Women from across the franchising sector attended the Empowering Women in Business and Encouraging Women into Franchising Awards 2026, where Carla Davison, founder of Basking Babies, was a double award winner.

Cheryl Harper

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

Liam Hobbs

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

Emma Bohan

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

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Which Wich signs multi-unit franchise agreement The U.S. brand, known for its fully-customisable hot-toasted ‘WICHes’, has signed a multi-unit franchise agreement for London, marking another key milestone in its continued UK expansion.

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CONTENTS...

A decade of achievement as chief executive of the BFA

Pip Wilkins, chief executive of the British Franchise Association, has presided over many advancements during her tenure; from modernising the association, to introducing new membership categories.

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£180m in asset-backed funding for easyStorage Securing investment at this level demonstrates that franchising, when built on strong foundations, can attract substantial institutional capital.

By Nigel Dawson, Co-founder, easyStorage

Joint event offered education and celebration of women

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The one-day event began with Empowering Women in Business offering educational content, followed by the Encouraging Women into Franchising Awards celebrating women in the sector.

SpudBros Express agreement for launch across Scotland SpudBros Express, the UK jacket potato concept developed by the SpudBros founders and Taster, have announced a major development agreement with SUR Group to launch the brand across Scotland.

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www.franchiseworld.co.uk | Summer, 2026 3

Immersive Gamebox deal for 30 locations across the UK

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The global interactive group gaming company has signed a multi-million pound franchise agreement with Beyond Box Operations to open 30 UK locations over the next five years.

The rise of the ‘Do-it-for-me’ economy creates opportunity

As household appliances grow more complex, ‘DIYers’ are reaching a limit on what they can repair, fuelling the rise of the ‘Do-it-for-me’ economy.

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By Lee Garland, Head of Franchising, Pacifica Local

The franchise myths that just won’t die – and what we need to do about it

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GDK’s chair appointment to bolster global growth

We used our May Question of the Month to ask our members: What is the biggest misconception about franchising in the UK?

By Pip Wilkins, Chief Executive, British Franchise Association

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Taking over the reins of his father’s territory

Page 23 Unleash your inner entrepreneur at The National Franchise Exhibition

German Doner Kebab, the global quick service restaurant brand, has appointed Jim Slater as chair and non-executive director to further accelerate its UK and international growth strategy.

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Oltco offers a number of new territories to cover demand

Stepping into a role shaped by family, Rob Hobbs has been working his way up the ladder and has become the owner of his father’s More Than Loft Ladders territory.

Whether you’re considering business ownership for the first time or looking to grow an existing business portfolio, The National Franchise Exhibition at the NEC, Birmingham, is the perfect gateway to the industry.

Oltco, the resin-bound sustainable surfacing company, has announced it is to open up a small number of new franchise territories as it looks to expand its UK network.

Zinglet’s hot chicken concept inaugural site

Bunsik’s first franchise site has ‘exceeded expectations’

Auntie Anne’s to roll out its container store concept

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Zinglet, a UK hot chicken quick service restaurant franchise concept, has been launched by the co-founders of Caprinos Pizza, an award-winning pizza takeaway franchise.

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The site, in Bristol, has served one item every 45 seconds during peak periods, highlighting both operational efficiency and sustained consumer appetite for fast-casual Korean street food.

FranchiseWorld magazine

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The pretzel brand’s concept will focus on launching new container sites in locations with highly transient customers, such as travel and nontraditional locations.

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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 2026 – No. 249

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© 1978 – 2026 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, 2026 | www.franchiseworld.co.uk

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ADVISORY ARTICLES Consumer habits franchisees can capitalise on to scale

Page 49 Greensleeves adds guttering services for revenue growth

Greensleeves is turning shifts in seasonal customer demand into a commercial opportunity with the launch of two new services, giving franchisees more ways to generate revenue beyond the core lawn care season.

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Fitness franchising: Creating women leadership pathways

Across our network 65 per cent of members are female, their demand and appetite for training continues to grow, what’s changing is how they are moving from member to business owner.

By Sarah Nehme, Head of Programming, Body Fit Training

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Coffee chain’s global acceleration strategy

Roasting Plant Coffee has announced a major new phase of international growth, including a search for a UK operating partner with the resources and expertise to accelerate growth throughout London, and the UK.

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BFA polled its members on their usage of AI

The British Franchise Association polled its members to find out if they were using AI in their businesses, and if so, what difference had it made?

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A recent report shows consumers want trusted local experts, convenience, proof and service without delay – franchisees who align with these habits won’t just survive, they’ll scale.

By Karen Prewer, Founder and Chief Executive, My Property Pros

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Buying a franchise could well be your fresh start

If you’re looking for a career with purpose, that gives you flexibility and the opportunity to build a sustainable business with financial security, buying a franchise could be the fresh start you’ve been searching for.

By Karen Keeman, Razzamataz Theatre Schools

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Choose a brand committed to continuous improvement

The most attractive franchise opportunities aren’t just the ones performing well today – they are those actively preparing for tomorrow.

By Cheryl Harper, Managing Director, Greensleeves Lawn Care

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How franchisees can build momentum, trust and community from day one

In my Q&A, to explore what a successful ‘opening act’ really looks like in practice, I ask Laura Feenan, Principal of Stagecoach Southport, whose school has grown from no students at launch to more than 65 students across five classes within its first year.

By Lisa Stead, Chief Executive, Stagecoach Performing Arts

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Built to sell: How franchisees and franchisors can create stronger resales

When the franchisee, franchisor and buyer are aligned, a resale can be much more than a transaction – it is a strong sign of a healthy, mature and forwardthinking franchise network.

By Emma Bohan, Co-Director, Franchise Resales

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Page 50

Understanding your finances is not to be left to chance

The strongest franchise systems build

financial confidence in from day one, giving franchisees a clear understanding of how their business works financially.

By Liam Hobbs, Franchise Director, More Than Loft Ladders

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Authenticity is now the most valuable currency online

AI can replicate patterns, but it cannot reliably replicate empathy or emotional intelligence, and that distinction is going to become increasingly important in recruitment.

By Lucy Archer, Co-founder, Rev PR

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Who you’ll meet at franchise training – and the questions you should be asking

Attending your initial franchise training isn’t just about learning systems and processes, it’s also your opportunity to meet the people behind the brand – relationships that can become invaluable as your business grows.

By Frank Milner, Global President, Tutor Doctor

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Why ‘how you behave’ now matters as much as what your contract says Franchise agreements are increasingly analysed as “relational contracts” – long-term, trust-based arrangements where behaviour matters as much as drafting.

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

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Operational insurance: the policy you can’t ignore to protect your business

You insure your business against all kinds of risks your broker reminds you of every year, but who is insuring the operational knowledge that actually runs your business?

By Penny Hopkinson, Chief Executive, Manual Magic AI

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Boosting franchise SEO with inclusive digital design

An inaccessible website has damning effects on search engine optimisation, leading to poor visibility, fewer leads, and a lower conversion rate.

By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

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

WILKINS TENURE: ‘NOTHING SHORT OF TRANSFORMATIVE’

A decade of achievement as chief executive of the BFA

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● Pip Wilkins (fifth from left) celebrates with members of her team.

ip Wilkins has celebrated her 10 years as the chief executive of the British Franchise Association (BFA), having been appointed to the role in April 2016.

which prides itself on people showing up as their ‘true authentic selves.’

As chief executive of the BFA, Wilkins has presided over many advancements during her tenure; from modernising the association, introducing new membership categories and a complete rebrand, to launching the BFA Training Academy, BFA magazine and numerous educational events for members.

BFA Chair’s comment

Wilkins joined the association in 1999 as a business services assistant and in 2013 was appointed head of operations, taking the lead on recruitment and retention of members, in addition to overseeing the organisation and delivery of member services.

She has also overhauled the structure of the BFA board to make it more agile, and this year will launch the updated Qualified Franchise Professional programme to reflect the evolution of franchising in its content.

Wilkins has made the BFA a more caring and inclusive place; taking it from the traditionally male dominated association it was, into a diverse, supportive place

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Business sector accolades

In further celebratory news, Wilkins appeared again on the Women in Trade Association’s Power List, as she has done every year since its inception four years ago. And, she has also been named, for the second time, in the top 20 of the 2026 SeoSamba Top 100 Global Franchise Influencers.

Ruth Brown, Chair of the BFA board and chief operating officer of Home Instead UK, said Pip’s decade of leadership has been nothing short of transformative.

“Her commitment to elevating standards across franchising is only matched by her passion for championing female leaders – creating space, opportunity, and visibility in a way that is reshaping our sector for the better. Her impact will be felt for many years to come.”

‘Board and team support’

Wilkins said: “I am as honoured today, as I was 10 years ago, to hold the position of chief executive of one of the most respected franchise associations in the world.

Ethical, professional franchising is at the heart of everything we do, and, despite the turbulence of the world, franchising continues to go from strength to strength. – Pip Wilkins

6 Summer, 2026 | www.franchiseworld.co.uk

“Ethical, professional franchising is at the heart of everything we do, and, despite the turbulence of the world, franchising continues to go from strength to strength.

“Naturally I have not achieved this alone and would like to thank the BFA board for their unstinting support over the past decade. They have trusted me, guided me and celebrated successes with me and for that I am truly grateful.

“I must also thank my exceptionally hard working team, without whom none of this would have been possible. Their dedication and tenacity are the wheels that keep the association turning and although their work may not always be seen, they are every bit as responsible for the success as I am.

“For me, the future is about educating the next generation and highlighting the career opportunities franchising can offer them. We are working hard to build relationships with educational institutions to make that happen in 2026 and beyond.”

l The BFA membership currently consists of over 350 franchisors, 100 advisor and supplier members, and 2,000 franchisee members. The association is a member of the European Franchise Federation and the World Franchise Council. n

www.thebfa.org

INSTITUTIONAL CAPITAL INVESTMENT

£180m deal in asset-backed funding for easyStorage

By Nigel Dawson, Co-founder and Chief Operating Officer, easyStorage

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asyStorage has secured up to £180m in asset-backed funding, in what is believed to be one of the largest investment deals associated with a UK franchise-backed business.

The transaction marks a significant milestone not only for easyStorage, but for the UK franchising sector more broadly, highlighting the growing ability of franchised models to attract large scale institutional capital.

but as a credible and investable platform capable of supporting institutional capital at scale.

The funding will support the continued rollout of easyStorage’s technology led, container and pod based storage platforms across the UK, accelerating site development, asset purchases and strategic acquisitions, as well as supporting future European expansion.

The strength of franchising lies in its ability to combine entrepreneurial ownership with structured, repeatable systems delivering consistency, control and scalable growth across multiple locations. These are precisely the characteristics that institutional investors seek.

Franchising comes of age as an investment class

Model validated through rigorous due diligence

Franchising has long been a significant contributor to the UK economy, generating billions in turnover, supporting thousands of businesses, creating jobs and providing a proven route into entrepreneurship.

What this deal demonstrates is a clear shift in perception. Franchising is increasingly being recognised not just as a resilient and scalable operating model,

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Securing funding of this scale follows an extensive and detailed due diligence process.

Every aspect of the easyStorage’s model has been scrutinised by leading accountancy firms, analysts and industry experts, from unit economics and site level performance through to operational systems, governance, leadership and long-term scalability.

Securing investment at this level demonstrates that franchising, when built on strong foundations, can attract substantial institutional capital. It reflects the strength of the model, the quality of the network, and the robustness of the platform we have developed.

As part of the due diligence, even an independent market report on the storage industry was commissioned. The successful outcome provides clear independent validation of the robustness of the easyStorage model and its ability to perform consistently at scale.

Securing investment at this level demonstrates that franchising, when built on strong foundations, can attract substantial institutional capital.

Accelerating growth

With a strong pipeline of new locations and multiple openings already delivered in early 2026, easyStorage is now entering a new phase of accelerated expansion.

More broadly, the deal sends a powerful signal about the evolving role of franchising within the UK economy.

As franchise systems continue to modernise, particularly those integrating technology and infrastructure, they are increasingly being recognised as scalable platforms capable of attracting institutional investment alongside more traditional asset classes. n

www.easystorage.com/franchisee

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

NEWS

Squire Group strengthens its sector offering

SQUIRE GROUP has announced its recent Supplier membership of the British Franchise Association (BFA), marking a further step in its continued focus on supporting franchise businesses across the UK.

The family-run business, operating since 1981, is a national provider of fire, security, and compliance services.

Its current technology enables authorised users to monitor fire systems, intruder alarms and live CCTV feeds through smartphone-connected platforms, allowing visibility across sites when off premises.

Single-provider approach

The service model is designed to address those requirements through a single-provider approach covering installation, maintenance and ongoing support.

Jacob Squire, digital strategist of Squire Group, said: “Franchise operators need dependable partners who understand the challenges they face.

Our aim is to become the go-to security and compliance partner for franchise businesses nationwide.”

Squire Group added that joining the BFA will allow it to engage more closely with franchisors, franchisees and sector partners. n

www.squiregroup.co.uk

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It’s been some fantastic teamwork between the club team and Snap Fitness’ Support Office to create this incredible space.

Snap Fitness opens its UK record-breaking gym S

nap Fitness has celebrated the record-breaking launch of its gym in Redditch, Worcestershire, opening its doors with more members than any other previous gym in its UK network.

The gym, covering over 15,000 sq. ft., is also the brand’s largest across the UK & Ireland, a territory that Snap Fitness (owned by parent company Lift Brands) officially reacquired the franchising rights from its master developer in 2020.

Members will benefit from 24-hour access to exercise around their lifestyle, top of the range equipment, group exercise classes and the ability to use all of Snap Fitness’ 1,000 plus global locations.

Franchisee alliance

Snap Fitness Redditch is the third gym owned by a franchisee group spearheaded by Kapil Arora and Rizwan Hussain, who are delighted at the gym’s achievement.

“We’re really proud of what the team have achieved in breaking Snap Fitness’ UK presale record,” said Arora. “We’ve learned so much from our previous openings and it’s so exciting to see the direction that the brand is heading.

“It’s been some fantastic teamwork between the club team and Snap Fitness’

8 Summer, 2026 | www.franchiseworld.co.uk

Support Office to create this incredible space.

“Despite there being several other gyms in the town, we always had confidence that Snap Fitness Redditch would stand out and we’re delighted to see the reaction from our members and the local community,” added Arora.

As well as convenient 24/7 access, its eye-catching gyms offer significant value for members, high-spec equipment, recovery areas and infrared saunas, Reformer Pilates studios and a connected member smartphone app. l Snap Fitness currently has 111 gyms across the UK & Ireland and has its sights set on opening up to 20 new locations in 2026. n

www.snapfitness.com/franchise

LONDON MULTI-UNIT FRANCHISE AGREEMENT

Which Wich signs multi-unit franchise agreement

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From strong performances in London to our expansion into Wales and upcoming launches in Scotland and the South West, we’re seeing strong demand for a high-quality, customisable offer.

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hich Wich Superior Sandwiches, the U.S. brand known for its fully-customisable hot-toasted ‘WICHes’, has signed a multi-unit franchise agreement for London, marking another key milestone in its continued UK expansion.

Following the successful establishment of the brand in London, Which Wich has expanded into Wales with the opening of its first location at St David’s Shopping Centre in Cardiff, with a second site in Central Square set to open shortly.

Further city site expansion underway includes Bristol, Glasgow, and Swansea.

Building on this momentum, Which Wich has been actively developing strategic partnerships, including a collaboration with Nestlé’s Seattle’s Best Coffee, which launched in Cardiff with early success and strong customer reception.

The upcoming London openings will also capitalise on the brand’s rapidly growing catering business, which has

● Increasing demand for catering from city corporate clients and large organisations.

seen increasing demand from corporate clients and large organisations across the city.

Rami Awada, UK master franchisee of Which Wich, said it was an exciting moment for the brand as it continues to build momentum across multiple regions. “From strong performances in London to our expansion into Wales and upcoming launches in Scotland and the South West, we’re seeing strong demand for a high-quality, customisable offer.’’

The agreement forms part of a broader

UK growth strategy focused on developing regional clusters and securing prime sites in high-footfall areas including high streets, transport hubs, and retail destinations.

l Founded in Dallas, Texas in 2003, Which Wich has grown to more than 300 locations globally and is recognised for its innovative ordering system, buildyour-own sandwiches, health-forward menu, and strong catering and delivery capabilities. n

www.whichwich.co.uk/franchise

www.franchiseworld.co.uk | Summer, 2026 9

NEWS

Pass the Keys expansion

PASS THE KEYS, the holiday let company, has launched in Chester and the Wirral, expanding its short-term rental management services in the region.

The franchisee, Sarah Cadwaladr (below), has successfully run a children’s swimming franchise outlet, and her background also includes senior roles in corporate hospitality and account management.

Pass the Keys’ franchise model combines local ownership with centralised technology, marketing, and compliance support, enabling franchisees to scale sustainably and offer best-in-class guest experiences.

‘Structure and support’

Cadwaladr said: “I’m excited to build a business with strong foundations and offer exceptional property management in a city with a lot of potential.

“Property owners are looking for a professional, reliable service that protects their assets and delivers consistent results. The Pass the Keys model provides the structure and support to achieve that, while still allowing a local, hands-on approach.”

Alexander Lyakhotskiy, chief executive and founder of Pass the Keys, commented: “Our model is designed to support partners like Sarah with the tools and infrastructure needed to deliver consistent standards while growing responsibly.”

In March 2026, Pass the Keys guest rating averaged 4.83/5 across its entire portfolio of over 1,700 properties from over 65 locations. l Pass the Keys, founded in 2015, offers a full-service short-let property management solution for homeowners and landlords through its network of local franchisees. n

● Founded by brothers Jacob (left) and Harley Nelson, SpudBros started out from a humble hot potato tram in Preston, Lancashire, to a brand generating millions of followers across social media.

SpudBros Express deal for launch into Scotland S

pudBros Express, the UK jacket potato concept developed by the SpudBros founders and Taster, a European food-tech company, have announced a major development agreement with franchise operator SUR Group to launch the brand across Scotland.

The venture will be led by SUR Group’s chief executive Suhail Rehman alongside business development director Tariq Din. The Group currently operates several major franchise brands including Home Instead, Black Sheep Coffee, Mathnasium and easyStorage throughout Scotland.

‘Greatest Spud on Earth’

SpudBros Express has built a strong national following through its modern take on the humble baked potato, combining high-quality ingredients, bold flavours and highly engaged social media storytelling to create one of the UK’s most exciting emerging food brands.

The launch site, scheduled to open in July, on Lothian Road in Edinburgh was selected for its strong footfall, central location and vibrant mix of residents, students and visitors.

Rehman said: “SpudBros Express has

10 Summer, 2026 | www.franchiseworld.co.uk

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The Edinburgh site is a fantastic first location for the brand and we are already progressing discussions on future locations.

– Tariq Din

built incredible momentum through a combination of simplicity, quality and strong customer engagement, and we believe the concept has significant longterm growth potential across Scotland.

“As a group, we are highly disciplined in the brands we partner with. We look for concepts with strong fundamentals, operational scalability and clear consumer demand. SpudBros Express stood out immediately.”

Bertrand Peyrat, chief executive of Taster, commented: “This agreement represents an important milestone in the continued expansion of SpudBros Express across the UK.

“SUR Group brings an exceptional operational track record and deep experience in scaling consumer-facing brands across Scotland.” l The agreement was brokered by Seeds Consulting, a franchise and hospitality advisory firm. n

www.taster.com/spud-bros-express

EWIB AND EWiF AWARDS EVENT

Joint event offered education and celebration of women W

omen from across the franchising sector attended the first joint Empowering Women in Business (EWIB) and Encouraging Women into Franchising (EWiF) Awards 2026.

The one-day event began with EWIB offering educational content, followed by the EWiF Awards celebrating women in the sector.

Speakers at EWIB ranged from experienced women in franchising offering words of wisdom, to former hostage negotiator, Suzanne Williams QPM, teaching attendees to have confidence in their own decisions during difficult conversations.

EWiF Award 2026 winners l New Woman Franchisee

Helen McEvoy, The Holiday Franchise Company l New Woman Franchisor

Chloe Williams, Little Wickets l Woman Franchise Employee

Sarah Sanders, Extra Help l Service Provider

Jodie Marsh, Elite Franchise l Young Woman in Franchising

Megan Haycock, Language for Fun l Woman Franchisee of the Year

Kaajal Pandit, Boots Opticians

l Woman Franchisor of the Year

Carla Davison, Basking Babies l Overall Woman in Franchising

Carla Davison, Basking Babies l Ambassador of the Year

Sue Moore, UK Franchise Guide l Inspirational Woman of the Year

Claire O’Connor, Babyballet

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I left feeling inspired through every conversation, every session and I gained practical tips ready for immediate action.

– Attendee from TaxAssist Accountants

Double award win for Basking Babies founder B

asking Babies founder, Carla Davison (right), was a double award winner being crowned Woman Franchisor of the Year and Overall Woman in Franchising.

Davison’s awards reflected not only the continued growth of Basking Babies, but also the supportive, community-led culture she has built across its franchise network of classes that support parents from pregnancy to pre-school.

Over the last 18 months, Davison has led one of the biggest transformations in the brand’s history, including technology and systems, alongside the launch of new programmes designed to diversify income opportunities for franchisees.

During that period, the brand saw direct web traffic increase by 43% and customer bookings rise by 14%.

Davison commented that recognition was about far more than business growth: “Winning both awards felt absolutely incredible and completely overwhelming.

Helen Mansfield, managing director of EWiF, reflecting on the day said: “Bringing together EWIB and the EWiF Awards reminded us just how powerful this community is.

“It was a day filled with honest conversations, shared experiences and inspiration, ending with the celebration of our incredible winners and the remarkable women making an impact across franchising.”

“Empowering women is at the heart of everything we do at Basking Babies, so to receive this recognition from EWiF felt incredibly special.

“We’ve built such an amazing network of women who love what they do. Being awarded reflects all their hard work and the brilliant people around us – including our head office team and suppliers.” l The EWiF Awards celebrate

women making an outstanding impact across the franchising sector, recognising leadership, innovation and dedication to supporting others.

Pip Wilkins, chief executive of the British Franchise Association, organisers of the EWIB event, concurred: “What an incredible day. The energy in the room is so difficult to describe, you really needed to be there to truly understand how special it was for everyone.

“Partnering with EWiF absolutely added the sparkle to a fantastic day. A massive congratulations to all the EWiF finalists and winners.” n

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

THE MISCONCEPTIONS ABOUT FRANCHISING

The franchise myths that just won’t die – and what we need to do about it

By Pip Wilkins, Chief Executive, British Franchise Association

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here cannot be many in the franchise sector who has not had to dispel myths and misconceptions about franchising to those outside of the sector.

The moment you say you work in franchising, you could get any of the top five reactions: l “Is that like Star Wars?” l “What’s that?”

l “No, that’s a mug’s game.”

l “Is that the one where you don’t own the business?”

l “My mate’s cousin had a franchise...

I think.”

Putting humour aside, we all know how frustrating it can be to try and explain what a franchise really is and how successful they can be.

So, we thought we’d use our May Question of the Month to ask email opted-in members: What is the biggest misconception about franchising in the UK? The responses were: l Option 1

“It’s not a local business.” – 43% l Option 2

“You need serious money to start.”

– 41% l Option 3

“You can’t sell your franchise.” – 16%

“It’s not a local business” – 43%

The most popular answer, and I’m sure you’ll agree that if all the franchise businesses in town disappeared, consumer’s would wonder where many of their service providers have gone.

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many long hours – the benefit being that standards are consistent, they are fully supported and they can get on and do the building of the business whilst their franchisor does all the brand and the systems.

It’s incredible how people do not see that a franchise business is a local business like every other. – Jane James

Communication block

We know that a franchise is a local business, but it’s a message that refuses to permeate through some people’s minds.

Rob Hall, Ashtons Franchise Consulting, said: “Think of it like an independent business with a support network.

Franchisees aren’t employees of a national company; they are independent business owners who’ve chosen a proven model and the tools to help run their business well.

“They hire local people, serve local customers and whilst the brand may be national, the risk, commitment and reward are the same as any other local business owner.”

Supporting the local community and economy

Jane James, Little Voices, said: “It’s incredible how people do not see that a franchise business is a local business like every other.

“In reality it is a local business, providing local services, for local people and communities and putting money back into a local economy.

“A franchisee works just as hard, just as

12 Summer, 2026 | www.franchiseworld.co.uk

“I really wish that more people understood how this works and how beneficial it is for everyone. It’s shared success.”

Marie Smith, ServiceMaster Restore, added: “The most successful franchisees are ones who understand how to be the local face/figurehead of a national brand.

“By interacting with customers as a responsive, passionate local business owned and run by local teams but with the credentials of a nationally trusted brand, you truly can build something of real value.”

“You need serious money to start” – 41%

Anyone who has ever run a start-up will tell you the costs can be enormous, and a very complex and time-consuming exercise. With a franchise, the training, support and the existing awareness of the brand in the marketplace justifies the cost, and is almost priceless.

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Franchising does not have to mean a large upfront investment – there are options designed to suit different budgets, experience levels, and ambitions.

– Lynne Newman

Differing levels of investment make franchising accesible

The idea that franchising is superexpensive is a myth, said franchisor Amrit Dhaliwal: “Franchise investments range from under £10,000 to six figure sums, so franchises are accessible.

“What matters is not just the headline cost, but the whole investment package.

Your investment should not only cover initial start-up help, but also ongoing support to grow your business.”

Lynne Newman, Canopy Children’s Nurseries and Fun Fest Holiday Clubs, said: “One of the key benefits of franchising is there are so many different levels of investment depending on the type of business model you choose.

“Ultimately, franchising does not have to mean a large upfront investment – there are options designed to suit different budgets, experience levels, and ambitions.”

Self-limiting beliefs, capability and credibility

But, it appears lack of funds isn’t the only thing holding people back.

Ben Stacey, TruGreen Professional Lawn Care (UK), said: “One of the biggest barriers in franchising is often self-belief. People assume they’re under-skilled, under-financed, or that funding and support won’t apply to them – so they stop before they even begin.

“In reality, many franchise systems are built specifically to support people starting from exactly that position.”

Tracey Cockerton, Metro Rod, said: “You don’t need to be wealthy; you need to be credible.

Strong franchise systems open doors to funding because they reduce risk for lenders.

NEWS

“

A franchisee can prepare to sell their business at any time and an ethical franchisor will have the process and support in place to help them maximise the value and achieve a sale. – Rachel Brooks

Siblings make for a ‘good’ business partnership

“What matters more is your mindset, work ethic, and ability to grow the business. Capital helps, but capability is what really drives success.”

“You can’t sell your franchise” – 16%

Rachel Brooks, Swimtime UK, said: “A franchise is still a business in its own right; it will have a value if managed correctly. A franchisee can prepare to sell their business at any time and an ethical franchisor will have the process and support in place to help them maximise the value and achieve a sale.”

Ginny Murphy, The Wheel Specialist, added: “Franchising is about partnership, not restriction, and with the right support in place, franchisees can build genuine long-term value in their business.”

Not only can you sell your business, and often for a decent profit, the business can carry on with a new owner benefitting from buying an ongoing concern, with existing accounts to prove profitability.

Conclusion: Education is key

The fix for all of these myths is education. Everyone needs to do more to debunk these common misconceptions, both in their marketing material and on their websites.

At the BFA, we need to continue to chip away at the prejudices against franchising, both in the press and in government.

And, we all need to harness the power of social media to push the messages home: A franchise is a local business, you don’t need serious money to get started, and you can sell it. n l To take part in the next Question of the Month and help the BFA write more survey based PR, members must have opted in to receive emails from the association. press@thebfa.org

● Chloe Vant-Abbott (right) with Jess.

WHEN it comes to finding a ‘good’ business partner, no one can know your strengths and weaknesses better than a sibling, as devoted sisters Jess Vant and Chloe Vant-Abbott, franchisees of InXpress London, are testament to.

No stranger to InXpress, a shipping and logistics service, Chloe learned the ropes within her parents’ franchise, InXpress Cambridge, and it wasn’t long before she built up the confidence to launch her own business.

‘Ying to my yang’

Chloe said: “Working with each other is a compliment of both my sales skills and Jess’s operations and strategy skills.

We’re opposites in so many ways, but conventionally we work incredibly well together.”

InXpress commented: “We wonder how long it will take our rising-star sibling franchisees to knock their parents off one of the ‘Top Guns’ spot within our network!” n

“

Although it’s not for everyone, going into business with your sibling could well be one of the best decisions you’ll ever make. – InXpress

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

NEWS

CLIMBING THE LADDER

Growing client demand has led to recruitment

Taking over the reins of his father’s territory

● Dean Chew (left) with Tom Dunning.

BEING fully booked several weeks ahead and regularly completing three to four oven cleans per day, Dean Chew, franchisee of Ovenu Leeds Northwest, has recruited new technician Tom Dunning to support his growing client base.

The move comes as his oven cleaning service has surpassed an impressive 2,000 five-out-of-five star reviews on respected customer feedback platform Trustist – underlining a reputation for consistently high-quality service.

Chew said: “Demand has grown significantly, which is fantastic, but it’s also meant long days and working weekends to ensure I don’t let clients down.”

‘Having the right people in place’

“As the business has grown, it’s been really important to make sure we have the right people in place who share our commitment to quality.

“Bringing Tom on board, with all his previous oven cleaning experience, means we can continue delivering high standards, while increasing our availability,” added Chew.

l The Ovenu process involves dismantling key oven components and cleaning them in design-registered tank equipment using safe, non-caustic and biodegradable products. The service also covers hobs, extractor hoods and microwaves. n

S

tepping into a role shaped by family, but making it his own, Rob Hobbs has been working his way up the ladder and has become the owner of his father’s More Than Loft Ladders (MTLL) territory of Derby, Nottingham and South Yorkshire.

His father, Liam, has taken his own interesting path from MTLL franchisee to franchise director of the brand, and now his former greenkeeper son has earned his stripes, first working in head office, then in the franchise territory.

Liam said: “Rob’s taken the time to understand the business properly and has really put the work in. It also allows me to focus more on the wider direction of the brand, knowing the territory is in capable hands.

“This is exactly what MTLL stands for – real opportunities within a family-run network.”

Moving into ownership has felt like a natural step up for Rob, thanks to his broad experience across the company.

“Having worked in varying roles, I felt I had the knowledge and was ready for

“

Rob’s approach to trying new ideas and feeding back is helping us refine what works, and what doesn’t, which in turn benefits our whole network. – Liam Hobbs

14 Summer, 2026 | www.franchiseworld.co.uk

● Liam Hobbs (right) congratulates

his son, Liam.

the responsibility. It didn’t feel like a big jump – more like a natural progression.”

Testing ground for innovation

Under Liam’s leadership of the brand, the territory has become a testing ground for new ideas, trialling initiatives before they’re introduced across the network.

Recent developments include upgraded marketing systems and the rollout of an AI-powered booking platform to increase job efficiency.

Enthusiastic about playing a part in the trialling process, Rob said: “Being involved in testing new systems is a great opportunity. The AI booking platform, for example, has made a real difference to how we manage enquires.

And helping out the ‘old man’ is always a bonus too!”

Rob’s openness to innovation has been great, added Liam. “His approach to trying new ideas and feeding back is helping us refine what works, and what doesn’t, which in turn benefits our whole network.”

l MTLL can turn an inaccessible loft space into a safe storage area by adding a loft ladder for access, an insulated loft hatch for improved efficiency, plus lighting and flooring. n

www.morethanloftladders.co.uk

MULTI-MILLION POUND FRANCHISE AGREEMENT

Immersive Gamebox deal for 30 locations across the UK I

mmersive Gamebox, the global interactive group gaming company, has signed a multi-million pound franchise agreement with Beyond Box Operations to open 30 Immersive Gamebox locations across the UK over the next five years.

The partnership combines Immersive Gamebox’s proprietary interactive gaming technology with a leadership team experienced in scaling consumer brands in high-footfall retail environments.

Beyond Box Operations is led by Amir Mashkoor, a retail entrepreneur and operator behind the UK expansion of the lifestyle retailer MINISO. Through Kouriten Ltd., Mashkoor holds the UK master franchise rights for the brand and has scaled the business to more than 60 locations nationwide.

Immersive Gamebox said the partnership marks a significant milestone in its global franchise expansion and underscores growing investor confidence in immersive, experience-led entertainment as retail environments evolve.

The company added its model is designed to capitalise on the growing demand for experiential retail concepts, as landlords and operators look to adapt to shifting retail footfall patterns.

Stepping inside digital games

Immersive Gamebox explained it is a next-generation entertainment company creating immersive, multi-player gaming experiences.

Working with major studios including Netflix, Warner Bros. and Sony, it allows players to step inside digital games inspired by global entertainment franchises such as Squid Game, Batman and Floor Is Lava, using projection mapping, touch-sensitive walls and motion tracking technology.

“

Immersive Gamebox stood out because it combines a compelling customer experience with a format that is efficient to operate and highly scalable. – Amir Mashkoor

The concept has already demonstrated strong consumer demand, with a global network of more than 35 locations across the UK, U.S., Canada, France, Germany and Saudi Arabia.

The new UK franchise agreement forms part of Immersive Gamebox’s broader ambition to scale its footprint internationally through experienced regional operators, with a target of reaching 100 locations globally by 2027.

Under the agreement, the 30 new Immersive Gamebox venues are set to start opening in 2026, with locations planned for major shopping centres and high-traffic retail destinations across the UK.

Lisa Paton, chief executive of Immersive Gamebox, said: “Partnering with Amir and the Beyond Box team represents an exciting step forward in our global franchise strategy.

“They bring a proven track record of building scalable consumer brands in high-footfall retail destinations, which

makes them an ideal partner to lead Immersive Gamebox’s expansion across the UK.

“As retail environments evolve, operators and investors are increasingly seeking modular, flexible entertainment concepts that can deliver strong returns without operational complexity.

“Immersive Gamebox was designed with exactly that in mind, a social entertainment experience that drives dwell time, repeat visits and measurable performance for landlords and franchise partners alike.”

Mashkoor commented: “Immersive Gamebox stood out because it combines a compelling customer experience with a format that is efficient to operate and highly scalable.

“It’s a proven concept with strong repeat engagement, and we see an exciting opportunity to build it into a national network of locations across the UK.” n

www.immersivegamebox.com

www.franchiseworld.co.uk | Summer, 2026 15

ADVICE FOR EXISTING FRANCHISEES

“

At My Property Pros, every franchisee is a local member of the community. Customers instantly know they’re dealing with a trusted local exterior cleaning specialist. It’s personal. It’s professional. And it works.

Consumer habits franchisees can capitalise on to scale

By Karen Prewer, Founder and Chief Executive, My Property Pros

F

ranchise success is not just about hard work. It’s about reading the market – and moving with it.

Franchisees paying attention will thrive.

The ones who don’t? You can guess at the result.

Here, I share the key trends shaping 2026 – and how franchisees, especially in the home services sector, can turn them into serious opportunity.

Trust in local businesses is rising

Customers are putting their trust back into local businesses.

The 2026 Edelman Trust Barometer shows confidence in local brands is growing with trust in companies headquartered in ‘my country’ far exceeding the average trust levels in foreign companies.

People want to buy from someone they recognise. Someone accountable.

Someone on their doorstep. That’s why showing the person behind the brand matters more than ever.

At My Property Pros (MPP), every

franchisee is a local member of the community. Customers instantly know they’re dealing with a trusted local exterior cleaning specialist. It’s personal.

It’s professional. And it works.

plans the day, cutting mileage, eliminating paperwork and creating efficiencies that benefit both franchisees and customers. It’s smart business and it builds long-term trust.

Sustainability isn’t optional anymore

The shift away from DIY

Customers are asking better questions.

They want outstanding results – but not at the planet or their wallet’s expense.

Franchisees entering the market must align with brands that take sustainability seriously. Not token gestures. Not greenwashing. Real operational change.

And where products simply don’t have an environmentally friendly option without losing effectiveness – be clear on why.

At MPP, we’ve embedded sustainability into our systems. Our services are centred around extending the life of properties, appealing to people looking to repair not replace.

We use HSE-approved chemicals responsibly and professionally, and our focus is on compliance, safety, correct application and delivering high quality results.

Behind it all is bespoke software that

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

Time is the new luxury. Between careers, family life and everyday pressures, homeowners simply don’t have the hours to tackle every job themselves. They’re choosing convenience, expertise and professionals – this is a huge opportunity.

Franchisees who clearly showcase their services locally – and offer bundled packages – can remove multiple jobs from a customer’s to-do list in one visit.

For example, our roof cleaning service doesn’t just remove damaging moss and algae. It can include gutter clearance and window cleaning too – leaving the entire property refreshed in one efficient, professional service. Maximum impact.

Minimal hassle. Real value.

Recommendations carry more weight than advertising

People trust people. Online reviews, testimonials and peer recommendations now influence buying decisions more than traditional advertising. Customers

LOOKING FOR A CAREER CHANGE? want proof. They want reassurance.

They want to see real results.

Franchisees who actively collect fivestar reviews and showcase them across their website and social channels build credibility quickly.

Buying a franchise could well be your fresh start

At MPP, we support our franchisees with marketing guidance, channel development and proven systems to help them build a powerful local reputation rooted in genuine customer satisfaction.

Trust fuels growth.

Plan for peak

Customers don’t think in ‘busy seasons’.

They just expect excellence – delivered on time. That means franchisees must be ready.

When evaluating a franchise opportunity, look for a model that allows you to scale quickly. The ability to train contractors or seasonal team members ensures you can meet demand without compromising quality.

Some franchise brands may look at strategic promotions during quieter months to keep schedules full and cashflow consistent.

Others, like us, have consistent yearround income but experience peaks when customers are prompted by a change in weather or an annual holiday – you can clean windows rain or shine but a golden ray through a pane of glass still brings a flurry of calls!

At MPP, we actively encourage franchisees to grow their teams and expand capacity – allowing more customers to benefit from our full range of exterior cleaning services.

Smart planning creates year-round stability – we choose to take charge of filling our schedules rather than relying on customer enquiries to do it for us.

The bottom line

Consumers want trusted local experts, sustainable solutions, convenience, proof and service without delay. Franchisees who align with these habits won’t just survive – they’ll scale. n

www.mypropertypros.co.uk/franchise

By Karen Keeman, Razzamataz Theatre Schools

I

f you’re looking for a career with purpose, that gives you flexibility and the opportunity to build a sustainable business with financial security, buying a franchise could be the fresh start you’ve been searching for.

Our theatre school franchise not only delivers on all the above, but also the opportunity to make a real difference in your community.

In 12 months, you could be celebrating your first successful year as a Razzamataz business owner. Welcoming students each week, growing a loyal customer base, and enjoying the flexibility of being your own boss, all while being supported by our network with more than 25 years of experience.

Taking control of your financial future

It’s easy to set goals but taking action is the only way you will turn them into a reality. Ask yourself: l Do you want more control over your

earnings?

l Are you looking for a business with proven success?

l Do you want a career that is both profitable and fulfilling?

At Razzamataz we offer a unique blend of creativity and commercial opportunity. We provide a structured framework designed for success, combining performing arts education with strong business foundations.

From weekly classes and holiday workshops to showcases and community events, our franchisees benefit from diverse income opportunities.

Beyond financial rewards, you’ll be making a real impact, helping young people build confidence, creativity, and life skills through performing arts.

Franchisee testimonials

Michaela Crumpton, Principal of Razzamataz Bristol South and North, said she wished she had joined sooner: “It was the idea that I couldn’t run a business that stopped me from taking up the offer a year before. The training was really enlightening, and there is constant support from my mentor and others who had been in my position.”

Lorraine Kearney, Principal of Razzamataz Preston, commented: “Franchising is absolutely perfect. I can be independent creating my own schedule and creative ideas, manage my own workload but at the same time enjoy the feeling and benefits of being part of a big team.”

Abby Gains, Principal of Razzamataz Chesterfield, highlighted the level of support as incredible: “Even Denise Gosney, the founder and managing director of Razzamataz, has been personally involved in supporting me.

I genuinely feel like I have a whole team around me who want me to succeed.”

Considering a career change or starting your own business, don’t let another year pass by wondering ‘what if?’. n

www.razzamataz.co.uk/franchise

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

ADVICE FOR POTENTIAL FRANCHISEES

Choose a brand committed to continuous improvement T

By Cheryl Harper, Managing Director, Greensleeves Lawn Care

he most attractive franchise opportunities aren’t just the ones performing well today – they are those actively preparing for tomorrow.

In a market where customer expectations shift quickly and competition is constantly evolving, standing still is often the fastest way to fall behind. For prospective franchisees, this makes one factor especially important: choosing a brand that is committed to continuous improvement.

Here, I discuss what prospective franchisees should look for when assessing whether a franchise is truly committed to ongoing improvement – and how that mindset can directly impact long-term success.

Look for evidence of change – not promises of it

One of the biggest mistakes prospective franchisees make is taking “we’re always improving” at face value. The reality is that every franchisor will say this – far fewer can prove it.

A more effective approach is to ask for clear examples of what has changed in the last 12-24 months. This might include updates to pricing models, operational systems, marketing strategies or service delivery. If those examples are vague or difficult to pinpoint, it can indicate that improvement is more aspirational than embedded.

It’s also worth speaking to existing franchisees about what has genuinely changed since they joined. Their perspective will quickly highlight whether the business is evolving in a way that supports growth or simply maintaining the status quo.

Assess how quickly the network adapts to opportunity

Continuous improvement isn’t just about generating ideas – it’s about how quickly those ideas are put into practice. This often becomes clear in how a franchisor responds to shifts in customer demand or emerging market opportunities.

When new opportunities arise, strong franchise networks will test, refine and roll them out efficiently. Others may take far longer, by which point the commercial advantage has often been lost.

Speed matters because local markets move quickly. A franchise that can adapt at pace gives its franchisees a tangible advantage, enabling them to act while demand is still strong rather than reacting after the fact.

Look for service development that drives real revenue

Not all innovation leads to meaningful results. The most valuable improvements are those that have a direct impact on franchisee income.

A useful question to ask is: how has the franchisor helped franchisees increase revenue per customer? Expanding the service offering is often one of the most effective ways to achieve this, allowing franchisees to generate more value from existing relationships rather than relying solely on new customer acquisition.

For us at Greensleeves, the recent

introduction of gutter clearing and gutter, fascia and soffit cleaning services (see page 43) has been designed with this in mind.

By offering a complementary service that fits naturally alongside lawn care, franchisees can increase job value, make better use of time on-site and unlock additional revenue from customers they already serve. It’s a practical example of innovation delivering measurable commercial benefit.

Understand how decisions are made – and who influences them

A franchise that improves effectively is usually one where franchisees have a genuine voice in shaping the business.

But it’s important to look beyond general claims of “we listen to our network.”

Prospective franchisees should explore how feedback is gathered, how regularly it is reviewed and how it informs decision-making. Is there a structured process? Are there clear examples where franchisee input has led to change?

Those closest to the customer often have the clearest view of what needs to evolve. A franchisor that actively captures and acts on that insight is far more likely to remain relevant and commercially effective.

Evaluate whether investment is ongoing – or front-loaded

Some franchise systems invest heavily in development at the outset, only to ➥

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

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paris baguette NEIGHBOURHOOD BAKERY & CAFÉ

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

Scan to Explore Franchise Opportunities

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ADVISORY ARTICLE

FRIED CHICKEN CONCEPT LAUNCH

plateau over time. Others treat improvement as a continual process, supported by consistent reinvestment.

A practical way to assess this is to look at where the franchisor is currently focusing its resources. Are systems, marketing and services still being developed, or is the business largely relying on what already exists?

Ongoing investment is a strong indicator of long-term intent. For franchisees, it plays a direct role in maintaining competitiveness, improving efficiency and supporting sustained profitability.

Look for recognition that reflects real franchisee experience

External recognition can be valuable, but it carries far more weight when it reflects the experience of franchisees themselves rather than just brand perception.

Recognition based on independent franchisee feedback, such as Greensleeves’ Continuous Improvement award from WorkBuzz, provides a strong indication that progress is being felt across the network. It suggests that improvements are not only being introduced but are making a tangible difference to those running the business day to day.

For prospective franchisees, this offers an additional layer of reassurance that continuous improvement is embedded within the culture of the organisation.

Building a business for the long term

Continuous improvement is a critical factor in protecting and growing your investment. The key is to look beyond surface-level claims and focus on evidence: what has changed, how quickly it was implemented and whether it delivered measurable results.

A franchise that doesn’t stand still is one that equips its network with the tools, services and support needed to keep moving forward. For prospective franchisees, that momentum can make a significant difference over the lifetime of the business. n

www.greensleevesfranchise.co.uk

“

Our menu is designed to bring unique flavour experiences to busy mealtimes, making Zinglet the perfect destination for all the family. – Co-founders

Zinglet’s hot chicken concept inaugural site Z

inglet, a new British hot chicken quick service restaurant franchise concept, has opened its debut site, a 40-seater restaurant in Birkenhead, Merseyside.

The Zinglet concept has been launched

by Khalil Rehman and Gul Nawaz, the co-founders of an award-winning Caprinos Pizza takeaway franchise.

After starting Caprinos in 2015, the pair have scaled to over 120 global locations, including more than 110 in the UK.

Created as a standalone brand, Zinglet serves freshly breaded buttermilk made-to-order fried chicken, finished with a unique blend of North Americaninspired flavour combinations.

The menu centres on wings, tenders, and burgers, which are available in four distinct spice levels to suit every palate.

Zinglet’s mission

The co-founders, said: “For too long, the UK’s fried chicken industry has been dominated by international brands, but with Zinglet that is about to change.

“Leveraging our experience from creating one of the UK’s fastest-growing franchised pizza takeaways, we’re on a mission to create the leading British premium hot chicken brand, founded with ambitious plans to scale rapidly over the coming years.” l Over the next 12 to 18 months, Zinglet is aiming to scale to at least 15 locations in a variety of formats and location types. n

www.zinglet.co.uk

www.franchiseworld.co.uk | Summer, 2026 21

TheNational FranchiseExhibition

BOOK FREE TICKETS!

2 & 3 October 2026 | NEC, Birmingham

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

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

A VISIT TO THE NATIONAL FRANCHISE EXHIBITION

Unleash your inner entrepreneur at The National Franchise Exhibition

A

lways dreamt of starting your own business, but still waiting for that ‘lightbulb’ moment? Franchising could be the answer.

With more than 50,000 franchise units nationwide – 89 per cent of which are profitable – more and more entrepreneurs are recognising the model’s resilience, stability, and long-term potential.

Whether you’re considering business ownership for the first time or looking to grow an existing business portfolio, The National Franchise Exhibition on 2 & 3 October at the NEC, Birmingham, is the perfect gateway to the industry.

Running for over 30 years with the exclusive support of the British Franchise Association (BFA), the event brings together a wide range of industryleading brands, spanning sectors from food and beverage to care, education to fitness.

Meet household names and high-growth brands including McDonald’s, Anytime Fitness, OVO Solar & Heating, Home

With investment levels starting from under £10,000, there are opportunities to suit a variety of ambitions and budgets.

Be inspired by industry experts

A highlight of the event is its extensive seminar programme, featuring more than 50 free talks designed to give visitors a clear understanding of franchising.

Sessions are delivered by industry experts, franchisors, successful franchisees and representatives from the BFA, covering topics such as how the franchise model works, key trends shaping the sector, what franchisors look for in potential franchisees, and practical guidance on launching and growing a franchise business.

Among the most popular sessions are the Real Franchise Stories Q&A panels, where successful franchisees share their personal experiences, the challenges they’ve faced and the lessons they’ve learned along the way.

Free, one-to-one advice from specialists

Alongside industry-leading franchise brands, the event brings together a community of franchise specialists who offer complimentary one-to-one advice

“

We’d done quite a bit of research online, but it was important for us to meet these brands face-to-face, shake their hands and really get to know the people we’d be working alongside. – Kieran and Lyndsay

to help you take the next steps on your franchise journey.

Representatives from the BFA, specialist franchise lawyers, funding providers and consultants will be available throughout the event to answer your questions and provide guidance.

Visitors can also attend the Barclays Finance Clinic, where finance experts offer tailored advice on funding options and financial planning for potential franchise owners.

Thinking bigger? Attend the Multi-unit Franchise Conference

For those with ambitions to grow beyond a single location, the Multi-unit Franchise Conference offers deeper insights into scaling a franchise business.

Experienced multi-unit and multi-brand operators will discuss the strategies, challenges and opportunities involved in building larger franchise portfolios.

A networking lunch follows the conference, giving attendees the

➥

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

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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

A VISIT TO THE NATIONAL FRANCHISE EXHIBITION

chance to connect with some of the industry’s most experienced operators and gain a clearer understanding of what it takes to grow a franchise empire.

Launchpad to success

The UK’s flagship franchise event has helped thousands of visitors find their perfect franchise match, realise their entrepreneurial ambitions and become their own boss. This year promises to be the same.

Read on to hear how a visit to The Franchise Exhibition changed the life of two previous attendees.

Case study: Embarking on the journey of a lifetime

When Kieran and Lyndsay, husband and wife, visited The National Franchise Exhibition in 2024, their focus was on finding the franchise that felt like the right fit.

Coming from careers centred around developing relationships, building trust and delivering quality service, the couple were looking for an enterprise they could grow alongside their current professions.

“We’d done quite a bit of research online, but it was important for us to meet these brands face-to-face, shake their hands and really get to know the people we’d be working alongside.

“We went to the exhibition with a travel franchise in mind. We’d already filtered the market down to a shortlist and there were three or four travel businesses we specifically wanted to speak to, but we still joke that we could have come away with a pizza van or a coffee franchise if we’d met the right person.”

their final conversation of the day with Colin Martin-Weekes, head of franchise at GoCruise & Travel, that made their decision clear.

“It was just the right vibe,” they said.

“Our conversation really focussed on whether we were the right fit for them, and if they were the right fit for us.”

That relationship-first approach left a lasting impression.

“We’re passionate about building this business, and the practical and emotional support we’ve received from the network has been priceless.”

For anyone considering franchising and planning a visit to the next Franchise Exhibition their advice is simple: focus on finding the right brand for you.

Following the exhibition, the couple were invited to attend one of GoCruise & Travel’s internal events, where existing franchisees, suppliers and head office staff came together to share updates, discuss challenges and exchange ideas.

“There are lots of franchise opportunities out there, regardless of the sector that you are interested in,” they added.

It was a chance to experience the culture of the network first-hand. “We literally sat there and absorbed it all. There were franchisees present who’d been up and running for six months right through to 20 years, so we got a real insight into how the brand operates.

“There was a real family atmosphere, with everyone genuinely invested in each other’s success.” The couple officially signed their franchise agreement in November 2024 and began trading in January 2025.

accountant, there have been a lot of firsts.

Like many first-time business owners, the learning curve has been steep. From setting up marketing campaigns to managing suppliers and finding the right

“Do your due diligence. Don’t be bamboozled by big numbers and rush into an investment. Instead, focus on meeting the people behind the brand and finding a company that aligns with you.

“This is a medium to long-term investment, so don’t forget to ask franchisors what support they offer beyond your launch to support your ongoing growth.”

Kieran and Lyndsay’s success story is a great example of the life-changing opportunities offered by The Franchise Exhibitions. Could you follow in their footsteps? l To find out more and book your free ticket to The National Franchise Exhibition at the NEC, Birmingham, visit FranchiseInfo.co.uk. n

After speaking to multiple brands, it was www.franchiseworld.co.uk | Summer, 2026 25

ADVICE FOR POTENTIAL FRANCHISEES

How franchisees can build momentum, trust and community from day one

By Lisa Stead, Chief Executive, Stagecoach Performing Arts

E

very successful business launch starts with an ‘opening act’.

Whether stepping into an established territory or introducing yourself to a brand-new audience, the earliest stages of business ownership often shape everything that follows – from customer loyalty and reputation to long-term growth.

I regularly speak with aspiring franchisees who ask the same questions: How do I build trust quickly? How do I stand out locally? And how do I create momentum from the very beginning?

In this Q&A, to explore what a successful ‘opening act’ really looks like in practice, I ask Laura Feenan (right), Principal of Stagecoach Southport, whose school has grown from no students at launch to more than 65 students across five classes within its first year.

Q: One of the biggest concerns prospective franchisees have is how to make an impact early on.

What helped you build momentum from the beginning?

A: For me, it was really important to start as I meant to go on.

It would have been very easy in the early stages to keep things small and simply let the business tick over for a few years, but I wanted families to feel from day one that they were joining something exciting, ambitious and full of opportunity.

We introduced discovery days before launch so families could experience the classes and meet the team, and then very quickly we started creating additional

opportunities for students – performances, workshops and community events.

Recently, we brought in a performer from the UK tour of Hamilton to run a West End workshop with the students.

Seeing how much confidence and excitement they gained from that was incredible. Those moments create energy around the school, but they also show parents the value of what their children are part of.

Q: What practical advice would you give franchisees who are trying to establish themselves within a local community?

A: You really have to immerse yourself in the community and understand the area properly.

That means knowing what other businesses and organisations are there, understanding what families want locally, getting involved with schools, charities and events – building genuine relationships.

Some collaborations or marketing ideas work brilliantly; others don’t – but that’s part of learning about your audience.

The important thing is being visible, approachable and consistent.

I also think people remember businesses that genuinely show up for their community. We support local causes, donate prizes for raffles and try to get involved wherever we can because that

26 Summer, 2026 | www.franchiseworld.co.uk

connection matters. People want to support organisations that feel invested in the area.

Q: How important is it for franchisees to bring their own personality and vision into the business?

A: I think that’s hugely important.

One of the brilliant things about Stagecoach is there’s a strong, trusted brand and consistent standards across the network but, within that, Principals can still shape their school around their own personality and strengths.

For me, giving children opportunities beyond weekly classes was something I cared about immediately. Within our first year, students had already performed in shows, taken part in community concerts and experienced industry-led workshops.

You don’t have to do everything at once and, obviously, you have to be sensible financially, but I do think customers can feel when you’re truly invested in creating something special.

Q: Many franchisees worry about confidence – especially in the early stages. Did you ever experience that?

A: All the time! I think every business owner does.

But one thing I’ve learned is that confidence grows through action. You build it by showing up consistently, communicating well and creating positive experiences for people.

Even now, I sometimes forget how quickly the school has grown because

INAUGURAL FRANCHISE SITE I’ve been involved with Stagecoach for so long as a teacher and manager before becoming a Principal myself.

Then I stop and realise that we launched with no students – and now we have more than 65 students attending every week, friendships forming between families and children already talking excitedly about future performances and opportunities. That’s really special to see.

Q: What would your biggest piece of advice be to someone preparing to launch their own franchise business?

A: Put yourself fully into it.

Customers can tell when somebody genuinely cares about what they’re building – that energy becomes contagious. You attract the right people when your passion, standards and values are clear from the beginning.

You don’t need to have every answer immediately but you do need to create trust, consistency and a sense of excitement around what you’re offering.

If you focus on building a strong community and delivering a brilliant experience early on, the momentum follows.

Building more than a business

Launching a franchise business successfully is rarely about making the biggest noise on day one – it’s about creating something people genuinely want to return to.

The franchisees who build long-term momentum are often the ones who focus early on trust, consistency and community. Customers want to feel connected to the people behind a business and they remember experiences that feel personal, supportive and authentic.

When franchisees like Laura combine the strength of an established brand with their own passion, personality and local understanding, they create something far more powerful than an ‘opening act’ – they create lasting loyalty. n

www.stagecoachfranchise.com

“

The Bristol site has been a key milestone as our first franchise location, and its performance has reinforced the strength and scalability of the Bunsik concept. – Jae Cho

Bunsik’s first franchisee exceeds his expectation B

unsik, the fast-casual Korean street food concept, reports that its first franchise site, which opened in Bristol, has welcomed approximately 66,000 customers and served over 150,000 items in the first six months of trading.

The company said the site has maintained consistent high-volume trading since launching, with one item served every 45 seconds during peak periods, highlighting both operational efficiency and sustained consumer appetite for Korean street food.

Bunsik’s signature Korean corndogs are a key driver of performance in Bristol with around 70,000 sold, and over 16,000 servings of kimbap and tteokbokki – indicating growing engagement with more traditional Korean dishes.

Decade of experience

Jae Cho, the founder, whose Maguro Group team brings over a decade of experience across restaurant and retail concepts in the UK, underpins Bunsik’s development as a quality-driven, scalable Korean street food brand.

Franchisee Will Bray, following the strong performance of the Bristol site, has progressed expansion by opening a site in Southampton, Bunsik’s first coastal location.

Southampton, with its large student population and strong retail and leisure scene, is set to be a natural fit for the brand that is already proving to be a favourite among younger audiences.

Cho said: “We’ve seen that our combination of high-quality Korean street food, strong visual identity and efficient operations translates successfully into regional markets, and we’re excited to continue expanding into new cities across the UK.”

Bray added: “The performance of the Bristol site has exceeded expectations, and we’re excited to continue that momentum in Southampton. There is a real opportunity to grow Bunsik across the South West, particularly in cities with a strong student population and appetite for something new.”

l Bunsik, launched in 2021, has further sites in London and Manchester. n

www.bunsik.co.uk/franchise

www.franchiseworld.co.uk | Summer, 2026 27

Secure your UK territory.

Build your business.

Create your future.

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

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

HOME APPLIANCE REPAIR FRANCHISE

The rise of the ‘Do-it-for-me’ economy creates opportunity

By Lee Garland, Head of Franchising, Pacifica Local

F

rom broken washing machines to faulty ovens, household appliance failures are becoming the modern ‘home emergency’.

As appliances grow more complex and time becomes more limited, even the most confident ‘Do-it-yourselfers’ (DIYers) are reaching a limit on what they can fix themselves.

This shift is fuelling the rise of the ‘Do-it-for-me’ (DIFM) economy, where consumers increasingly rely on skilled professionals to step in when things go wrong.

Here, I explore how appliance repair specialists are becoming the home’s unofficial ‘emergency service’, and why this is creating new opportunities for our franchise partners.

Limits of DIY are becoming clearer

For years, ‘Do-it-yourself’ (DIY) has been a trusted and cost-effective solution for household maintenance. However, as technology has evolved, so too has the complexity of everyday appliances.

What was once a straightforward fix now often requires specialist tools, advanced technical knowledge, and an understanding of safety regulations.

Even experienced DIY enthusiasts are increasingly recognising when a job is beyond their capabilities. Attempting repairs without the right expertise can lead to further damage, higher costs, and, in some cases, safety concerns.

As a result, more homeowners are opting to call in the professionals from the

“

Convenience, speed, and professional expertise are now valued more highly than the potential savings of a DIY approach.

outset, rather than risking making the situation worse.

Rise of the ‘home emergency service’

Appliance breakdowns are no longer seen as minor inconveniences – they can quickly disrupt the flow of daily life. A faulty fridge, dryer, or dishwasher does much more than cause frustration; it can bring a household to a standstill.

With this in mind, expectations have shifted. Consumers now look for fast, dependable solutions, much like they would from traditional emergency services. Repair specialists are increasingly becoming the first point of contact in these situations, providing reassurance and swift resolutions where it’s needed most.

DIFM economy is reshaping consumer behaviour

time, reducing the likelihood of repeat issues. This shift in mindset is making consumers more willing to invest in trusted, high-quality services.

Franchise partners seen as ‘appliance first responders’

Within this changing landscape, Pacifica Local franchise partners play a vital role. Acting as ‘first responders’ for appliance issues, they deliver skilled, reliable repairs when homeowners need them most.

Importantly, prior technical experience isn’t a barrier to entry. At Pacifica Local we provide comprehensive City & Guilds-assured training, equipping them with the knowledge and confidence to handle a wide range of repairs that would be out of reach for most homeowners.

The move from DIY to DIFM is being driven in large part by increasingly busy lifestyles. Many households simply don’t have the time, or inclination, to troubleshoot complex issues themselves.

By combining a strong local presence with the backing of a national brand, they are able to create trust within their communities while benefitting from ongoing support and established systems.

There’s also a growing preference for solutions that are done properly the first

www.pacificalocal.co.uk

Convenience, speed, and professional expertise are now valued more highly than the potential savings of a DIY approach.

l Pacifica Local offers domestic repair and maintenance services for a variety of white goods to keep them working for longer – saving customers money by choosing repair over replacement. n

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

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FRANCHISE RESALES ADVICE

Built to sell: How franchisees and franchisors can create stronger resales

By Emma Bohan, Co-Director, Franchise Resales

A

successful franchise resale rarely starts when the business is officially placed on the market. More often, the outcome is shaped months, and sometimes years, before the owner decides it is time to move on.

Buying an existing franchise can be a brilliant route into business ownership.

It may come with customers, staff, trading history, local awareness, systems and immediate cashflow.

For the seller, it can be the reward for years of work.

For the franchisor, it can protect continuity and bring fresh energy into an established territory.

But not every good franchise business is automatically easy to sell. There is a difference between a business that works well for its current owner and a business that is genuinely saleable to someone new.

At Franchise Resales, we see this regularly. Some businesses come to market with strong foundations and a clear story for buyers. Others may be profitable and well regarded locally but still need work before they are ready for a successful resale.

Profit matters, but it is not everything

“

Buyers, lenders and advisers all want

to understand the numbers. Turnover, profit, trends, owner drawings, costs and sustainability matter. Clean financial information gives confidence, messy accounts create uncertainty.

But a buyer is not only asking “what does the business earn now”, they are also asking “will it still earn this when I take over”, and “is the price realistic”.

Strong transferability comes from good systems, trained staff, clear processes, organised records and a proper handover plan. Even simple things like supplier contacts, renewal dates, passwords and daily procedures being recorded can make a meaningful difference.

For a buyer, confidence comes from being able to picture themselves in the business. They need to see how the operation works, what support is available and where they can add value.

l Maintainable earnings

Buyers want to understand what the business genuinely produces, which costs are personal to the current owner, and which costs will continue after completion.

Buyers want a growth story

l A realistic asking price

Sellers understandably want the best possible value, but if the price is too far away from what the numbers, market and funding environment can support, serious buyers may disengage early.

Transferability is key

One of the biggest questions in any resale is simple: can someone else take this business on and continue running it successfully?

A good resale is not only about what has already been achieved. It is also about what happens next. Most buyers are not looking to preserve a business exactly as it is. They want to know where they can grow it.

That growth might come from unused territory, additional marketing, increased capacity, recruiting staff, expanded services, local partnerships or simply bringing fresh energy into the business.

This is one of the strengths of the franchise model: the reassurance of an established business with the potential of a new chapter.

A business that relies entirely on the owner can be harder to sell, even if it performs well. If every customer relationship, operational decision and local process sits in the owner’s head, a buyer may see risk.

That does not mean owner-operated businesses cannot sell. Many do. But buyers need to understand what they are stepping into.

There is a difference between a business that works well for its current owner and a business that is genuinely saleable to someone new.

But the growth opportunity needs to be credible. Vague statements such as ‘huge potential’ are not enough. Buyers want to know what has been done, what has not been done, and why there is still room to grow.

The franchisor has a big part to play

A franchise resale is not the same as selling an independent business. There is an extra layer involved, and that layer matters. ➥

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

“

FRANCHISE RESALES ADVICE

NEWS

Buyers need to understand the approval process, training, transfer fees, franchise agreement terms and support after completion. Sellers need clarity too, because uncertainty can make it difficult to manage expectations and timescale.

In most cases, the franchisor will approve the incoming buyer, confirm the transfer process, set training requirements, issue the current franchise agreement and guide both parties through what needs to happen before completion.

Done well, this gives everyone confidence. Done poorly, it can slow things down, create uncertainty and sometimes put buyers off.

Clarity is vital

Buyers need to understand the approval process, training, transfer fees, franchise agreement terms and support after completion. Sellers need clarity too, because uncertainty can make it difficult to manage expectations and timescales.

A good franchisor can also help shape the opportunity. They understand the territory, brand standards, current performance and future potential. Their input can help buyers see what the business could become with the right person at the helm.

Buyer fit is crucial too. Funds alone do not make someone the right franchisee.

The franchisor should consider whether the buyer has the skills, attitude and commitment needed to protect the brand and build the business further.

Franchisors do not need to run the sale themselves, but they do need to be engaged in it. A clear resale process helps protect the seller, support the buyer and maintain standards across the network.

Resales are a network health issue

Handled well, a resale protects customers, staff, local reputation and brand presence. It prevents an

“

Resales should not be treated as an awkward afterthought.

They are part of the lifecycle of a mature franchise network.

established territory from losing momentum and gives the incoming owner the chance to build on what has already been created.

It can also bring in a better-capitalised buyer, a more ambitious operator or someone with fresh skills and energy.

Handled poorly, however, a resale can create disruption. Sellers may disengage, buyers may lose confidence, staff may become unsettled and the business may drift.

The lifecycle of a mature network

Resales should not be treated as an awkward afterthought. They are part of the lifecycle of a mature franchise network.

‘Milestone in our journey’

At its best, a franchise resale is a positive story: a seller achieving an exit, a buyer stepping into an established opportunity and a franchisor protecting continuity for the future.

A saleable franchise business is not created overnight. For franchisees, it is built through good records, strong systems and a clear understanding of the numbers.

For franchisors, it comes from having a clear resale process, realistic expectations and a good understanding of what makes a strong incoming franchisee.

And when the franchisee, franchisor and buyer are aligned, a resale can be much more than a transaction. It can be one of the strongest signs of a healthy, mature and forward-thinking franchise network. n

www.franchiseresales.co.uk

CREAMS CAFE, a dessert parlour chain which celebrates its 18th year of operating in the UK, has signed a master franchise agreement with Intercopper Co Ltd., to expand into Greece and Cyprus.

Intercopper, an experienced hospitality operator of a number of sports bar concepts in the region, is aiming to open its first dessert store in Athens by the end of the year, with plans to open nine more locations by 2030.

Franchisees will retire, relocate, change direction or simply decide the time is right to move on. That is normal. The key is whether the network is prepared for it.

To summarise

Creams to expand outside of the UK

Everett Fieldgate, chief executive of Creams Cafe, said: “International expansion has always been the ambition for us and we are thrilled to have reached this milestone in our journey.

“Greece and Cyprus are an immensely exciting market to enter, and one which suits our product offering and brand exceptionally well.”

Frangiskos Hadjihannas, the new franchise partner, commented: “I’m very excited to become part of the Creams family, and confident that the people of Greece and Cyprus, whether tourists or locals, will be delighted to enjoy what Creams has to offer.”

l Creams offers customers a wide range of freshly prepared desserts from waffles and crêpes to puddings and sundaes, an innovative doughnut range and extensive plant-based desserts, alongside savoury popcorn chicken waffle bites. n

www.franchiseworld.co.uk | Summer, 2026 33

ADVICE FOR POTENTIAL FRANCHISEES

Understanding your finances is not to be left to chance

By Liam Hobbs, Franchise Director, More Than Loft Ladders

F

inances naturally come into focus for anyone running a business – and for new franchisees, they can feel like one of the biggest unknowns.

Financial confidence isn’t something that should be left to chance. The strongest franchise systems build it in from day one, giving franchisees a clear understanding of how their business works financially – from pricing and margins through to cash flow and long-term growth.

Having grown a home service franchise network I understand that the first 12 months are where good habits are built.

Here, I share how franchisors should support new franchisees to feel in control of their finances from the outset and what prospective franchisees should look out for during their search for the right franchise to join.

Start with the fundamentals, not guesswork

It sounds obvious, but getting the basics right makes everything else easier. The

best franchisors don’t overload you with theory. Instead, they focus on what you’ll use – how to price jobs properly, how margins work, what VAT means in practice and how to invoice with confidence.

You’re also shown how to use your customer relationship management (CRM) system in a way that matters.

Not just logging jobs, but understanding where your work is coming from, what’s converting and – most importantly – what’s actually making money. That early clarity is key. Without it, it’s easy to stay busy but not necessarily profitable.

Support that shows up when it matters

There’s a big difference between being told how to do something and doing it for real. That’s why the first 12 months shouldn’t feel like you’ve been handed the keys and left to it. Good franchisors stay close – especially early on.

“

That might mean extra days out in your

territory, helping you price live jobs, sense-checking quotes or just creating conviction in your decisions. Sometimes it’s as simple as having someone there to say, “Yes, that’s the right call.”

Cash flow and pipeline tend to trip people up early, too. With the right support, those become things you actively manage – not problems you react to. That early visibility – what’s coming in, what’s going out – makes a big difference.

Getting better, not busier

Once the wheels are turning, the focus shifts. It’s no longer about doing the work – it’s about doing better. Improving margins. Tightening up pricing. Spotting where time or money is being lost.

This is where ongoing support really earns its keep. Regular development days, access to finance expertise and business coaching all help move things forward.

And there’s the data. Used properly, your

There’s a big difference between being told how to do something and doing it for real. That’s why the first 12 months shouldn’t feel like you’ve been handed the keys and left to it.

34 Summer, 2026 | www.franchiseworld.co.uk

GDK SENIOR APPOINTMENT CRM is far more than an admin tool – it reveals where you’re winning and where you’re not while the data and support helps you plan what to do about it.

Over time, those small adjustments – on pricing, conversion, efficiency – add up.

The key point? You’re not waiting for problems. You’re staying ahead of them.

Confidence that sticks

Over time, you stop second-guessing your numbers. You know what a good job looks like and can see issues coming before they become real problems. That confidence comes from repetition, support and the systems around you.

A strong franchise network helps here too. Being able to share ideas, compare approaches and learn from others shortens the learning curve massively.

You’re not working it all out in isolation, which is where a lot of new businesses struggle.

And as your business grows, the support grows with it. What you need in month three isn’t the same as month 12.

What good franchise support actually looks like

If you strip it back, strong franchisor support is pretty simple. You get training that reflects real life, not just theory.

You’ve got access to people who know their numbers. And you’ve got systems in place that make it easier to make good decisions.

There’s structure, but not rigidity.

Guidance, without micromanagement.

Ultimately, the goal of the franchisor’s support is to help you understand the business. No one expects you to have everything figured out on day one, but you should feel like you’re moving in the right direction from the start.

With the right support behind you, those first 12 months become less about guesswork and more about laying solid foundations. Get that right and everything that follows becomes a lot easier. And in most cases, that confidence comes from simply knowing your numbers and using them accordingly. n

www.morethanloftladders.co.uk

GDK’s chair appointment to bolster global growth G

erman Doner Kebab (GDK), the global quick service restaurant brand, has appointed Jim Slater as chair and non-executive director to further accelerate its UK and international growth strategy.

Slater (below) has a track record in building hospitality businesses with prior executive leadership roles at Chipotle and Costa Coffee, where he helped build the brands and drove store growth with marketing, innovation and technology-led strategies.

GDK said during his tenure at Chipotle, he grew the business to 3,500 plus restaurants, and at Costa Coffee he was instrumental in delivering global growth, establishing clear market leadership in the UK and expansion into over 30 new countries.

Slater said: “GDK has been a stand-out success story in UK hospitality and I look forward to helping the team drive further sustainable growth, both in the UK and internationally, in collaboration with our franchisees.”

Simon Wallis, chief executive of GDK,

commented: “I am thrilled that Jim is joining GDK and look forward to drawing upon his considerable experience. It has been clear from day one that Jim shares our values and our vision for the business and I am looking forward to working alongside him in the coming years.”

Gen-Z focused brand

GDK aims to redefine the kebab experience whilst building an exciting Gen-Z focused brand rooted in music, sport, and popular culture.

It has developed an extensive menu of fresh-to-order products featuring premium lean meats, unique toasted waffle bread, and handmade signature sauces, such as the Boss Box, OG Kebab, and the Gym Box.

In recent years, GDK said it has taken its ‘Kebabs. Done Right’ mission to the world, allowing everyone to enjoy a premium, authentic, and culturally relevant doner kebab experience. l Based in Glasgow, Scotland, GDK

currently has over 180 restaurants throughout the UK, Ireland, Sweden, North America, and the Middle East, with new restaurants set to open in India and Uzbekistan in 2026. n

www.gdk.com/franchise-opportunity

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

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

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PR ADVICE FOR FRANCHISORS

Authenticity is now the most valuable currency online

By Lucy Archer, Co-founder, Rev PR

F

ranchise recruitment has always been built on trust. Long before a prospect signs an agreement, they are making a series of judgements about leadership, credibility, financial realism and whether the people behind a brand know what they’re doing.

The difference now is that those judgements are becoming harder to make. Not because franchising has changed dramatically overnight, but because the internet has. We are entering what could best be described as a trust recession.

Before anyone accuses me of dramatically shaking my fists at technology, let’s be clear, this is not another ‘AI is ruining marketing’ article.

I’ve covered some of that ground in a previous article for Franchise World, particularly around the tidal wave of polished-but-empty ‘slop’ now flooding every sector. From what we’re seeing at Rev PR, this is bigger than that.

Manufactured credibility

The real issue isn’t that AI can write a blog or build a brochure. It’s that it can now help almost anyone look credible on the surface, which is arguably even scarier than the ‘slop’ itself.

Weak messaging and poorly structured content used to expose fragile businesses fairly quickly. Now, with the right prompts and a half-decent Canva subscription, almost anybody can produce a website full of slick headlines and aspirational recruitment messaging.

The result? Prospective franchisees are becoming harder to convince and slower

“

to commit. It’s understandable really because everyone is far more cautious about what they believe. Even in our personal lives, we feel we can spot AI daily and, if you’re anything like me, you just scroll on by.

And in a sector where investment decisions can alter somebody’s financial future, that matters enormously.

Surface-level polish

The modern franchise prospect is navigating a sea of sameness. All brands claim to be supportive. Every founder is “passionate”. Every opportunity is scalable, flexible and built around purpose. Every network supposedly feels like family. We are rapidly approaching a point where surface-level polish is no longer a differentiator because everybody has access to it.

That changes the rules around trust and credibility. Historically, good communication acted as a useful trust signal.

A well-thought-through recruitment pipeline was powered by intelligent messaging and consistent brand positioning that suggested an operational maturity behind the scenes. Whereas poor communication often hinted at bigger structural issues. Now, the gap between perception and reality is becoming much harder to identify.

In case that sounded too jargon-y, all I mean is that some businesses look far more established and capable online than they actually are. That’s not to say anyone is being deliberately misleading.

In many cases, they’re just using the same tools everybody else is using.

But it does mean franchise recruitment is becoming harder to assess at face value.

AI can replicate patterns, but it cannot reliably replicate empathy or emotional intelligence, and that distinction is going to become increasingly important in recruitment.

There’s no doubt that we’re all already seeing subtle behavioural changes because of it. Prospects are spending longer on their due diligence. They are asking more questions and seeking reassurance from existing franchisees earlier in the process. Founder visibility is becoming more important and operational specifics are carrying more weight than emotional slogans.

Specificity is harder to fake

Generic recruitment messaging that might once have sounded impressive is now increasingly being filtered out as background noise. Ironically, the more polished the internet becomes, the more people start looking for rough edges, the telltale signs of humanity.

A slightly imperfect video filmed by a founder on-site with franchisees can create more reassurance than a heavily scripted corporate-feeling campaign.

A franchisee talking honestly about challenges and learning curves can build trust much faster than yet another paragraph about “unlimited potential”.

Even practical operational detail, things like onboarding processes, territory planning, recruitment support or how a network communicates day-to-day, now carries disproportionate value because specificity is harder to fake convincingly at scale.

And that word matters here: specificity.

Because specificity is one of the last remaining routes to credibility. Generic claims are easy but nuance is harder.

Context is harder. Real working insight is harder.

Anybody can ask AI to generate

➥

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

Franchisors are finding it harder and harder to meet

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

PR ADVICE FOR FRANCHISORS “10 reasons to join a franchise” (please don’t!). It’s much more difficult to communicate the lived reality of operating within a network in a way that feels grounded and believable. That’s where many franchise brands will either strengthen or struggle over the next few years.

Increasing content erodes trust

The temptation, understandably, is to fight this by increasing output. More blogs, more videos, more LinkedIn posts, more nurture emails. More content everywhere all at once because technology now makes that possible.

But just because you can doesn’t mean that you should.

There’s a growing argument that this volume itself is starting to erode trust.

Consumers and investors are becoming overwhelmed by communication that all follows suspiciously similar rhythms, structures and tones. Even if you argue that the result is subtle scepticism as opposed to conscious scepticism, it’s still enough to create hesitation and slow decision-making down.

Franchising is particularly vulnerable to this because recruitment is not an impulse purchase – prospects are not buying trainers or choosing a takeaway.

They’re evaluating leadership credibility, long-term viability and whether they can realistically see themselves building a future within a particular network. If the communication surrounding that decision feels overly manufactured, trust weakens.

Believable content

The franchise brands that thrive over the next decade are unlikely to be the loudest. They will be the most believable.

l Communicating with clarity instead of hype. l Ensuring founders speak like real

people rather than motivational posters.

l Having recruitment journeys that prioritise transparency over persuasion.

l Being confident enough to show the realities of their networks, not just polished edges.

l Understanding that AI should support strategic thinking, not replace it.

NEWS

Because despite all the hype around automation, AI still struggles with the things that matter most in franchise recruitment – and life in general! It struggles with nuance and with the oh-so-human art of reading the room.

AI is incapable of understanding why one sentence creates reassurance while another triggers doubt. It can replicate patterns, but it cannot reliably replicate empathy or emotional intelligence.

That distinction is going to become increasingly important.

Chopstix’s city centre opening

Perhaps the main takeaway should be this: the easier it becomes to manufacture credibility, the more valuable genuine reputation and referrals become.

From customer recommendations, franchisee referrals and independent validation to leadership reputation, earned media and commercial track record. These things are going to become even more important because they are harder to artificially generate.

In many ways, franchising could be heading back toward something slightly more old-fashioned. Not in terms of technology, but in terms of human connection and decision-making.

People are looking for reasons to trust people again – who’d have thought we’d end up here?

Technology will continue reshaping franchise recruitment, of course it will.

AI tools will improve, automation will become even more engrained and content production will become faster than it already is. Whether or not brands manage to use the right tools in the right place to balance efficiency with genuine credibility remains to be seen!

The trust recession

If this resonates and you’d like to sense-check how AI is being used in your own comms, do get in touch.

Email me on lucy@revpr.co.uk or call 07921 572554.

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

CHOPSTIX GROUP, the Pan-Asian inspired quick service restaurant UK brand, has opened a Chopstix Noodle Bar at Preston Fishergate, Lancashire, located in the heart of the city centre.

The outlet will benefit from the latest store design, featuring new visuals and updated in-store offerings such as order kiosks, and includes 50 covers to accommodate seated customers as well as takeaway and delivery.

‘Busy period of expansion’

Chopstix said the store will create 20 jobs for locals and marks its next step in a busy period of expansion in the North and North-West having opened stores in Doncaster, York and Leeds in the last six months.

Gareth Brannigan, head of new store openings, commented: “We know how well Chopstix performs in the NorthWest, despite having lower density of stores than in some other regions.

“Because of this we have identified cities in this area like Preston as a significant opportunity for growth, and this opening presents an important next step in this strategy.

“The Fishergate shopping destination is a fantastic location for us and we’re very grateful for the support and response from locals so far.” l The Chopstix Group comprises of three brands – Chopstix Noodle Bar, Yangtze and Chozen. It operates over 160 stores in the UK and last year launched its debut site in France. n

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

ECO-FRIENDLY SURFACING FRANCHISE

Oltco offers a number of new territories to cover demand O

ltco, the resin-bound sustainable surfacing company, has announced it is to open up a small number of new franchise territories as it looks to expand its UK network.

With territories strictly limited, Oltco is inviting ambitious entrepreneurs to join the growing brand and capitalise on the rising demand for high-quality, eco-friendly surfacing.

Co-founded by John Pearce and Tom Stringer in the UK in 2004, Oltco has built a strong reputation for transforming residential and commercial outdoor spaces. Its services include driveways, patios, pathways, pool surrounds and home spas, combining durability with contemporary design.

“

Our franchisees share the same commitment to quality, collaboration and sustainability that defines Oltco as a brand. – John Pearce

As part of its next phase of growth, Oltco is particularly keen to secure franchise partners in key regions including the Midlands, Norfolk, Scotland, Suffolk, Wales and Yorkshire.

Pearce commented: “We’re incredibly proud of the network we’ve built.

Our franchisees share the same commitment to quality, collaboration and sustainability that defines Oltco as a brand.

Recycle Bound product

Oltco said it is at the forefront of sustainability within the surfacing sector with its award-winning Recycle Bound product, the world’s first driveway solution made using recycled waste plastic such as straws, food packaging and plastic bottles.

The company added installations using the product have enabled it to reuse the equivalent of over one billion plastic straws, a milestone that resonated with both commercial and private clients.

Stringer said: “Our mission goes far beyond beautiful driveways. We’re passionate about creating opportunities for people to build successful businesses while making a genuine difference in their communities and the environment.

“As demand continues to grow, we’re excited to open up a small number of new territories for the right partners.”

systems, the brothers have scaled their business to an annual turnover of £1.2m, and won the Young Guns Award in the BFA HSBC UK British Franchise Awards 2025.

● John Pearce (left) with Tom Stringer.

Oltco launched its franchise model in 2019 and now operates in nearly 60 locations nationwide. Its franchisees come from a diverse range of backgrounds, including experienced tradespeople to first-time business owners.

Young Guns Award

The success of its franchise model is demonstrated by Scott and Cameron Stevenson, who launched their Oltco franchise in 2022 with no prior industry experience.

By embracing the support from head office and leveraging Oltco’s proven

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

“Because of that, we’re very selective about who joins the network, which is why opportunities are limited.”

With sustainability increasingly shaping the home improvement sector, Oltco believes its eco-conscious approach, strong brand reputation, quality installation and outstanding customer service sets the company apart from its competitors.

l Oltco franchisees benefit from comprehensive training, marketing support, and ongoing guidance from its head office team, helping them establish and grow their business within their local territory. n

www.oltco.co.uk/franchise

ADVICE FOR POTENTIAL FRANCHISEES

Who you’ll meet at franchise training – and the questions you should be asking

By Frank Milner, Global President, Tutor Doctor

A

ttending your initial franchise training is one of the most important stages of your franchising journey. It’s where you move from prospective franchisee to business owner, gaining the knowledge, confidence and support needed to launch successfully.

But franchise training isn’t just about learning systems and processes – it’s also your opportunity to meet the people behind the brand. From operational support teams to marketing experts and leadership figures, the relationships you build during training can become invaluable as your business grows.

Here, I explain the key people franchisees can expect to meet during in-person training, the questions worth asking and why building strong relationships from the get-go can set the foundation for long-term success.

The franchise leadership and onboarding team

One of the first groups that you, as a new franchisee, are likely to meet is the leadership, onboarding or franchise development team, who will guide you through the early stages of your journey.

They help introduce you to the brand’s vision, culture and expectations, while giving you confidence as you prepare to launch.

These teams often remain key contacts for you long after training ends, making it important to build strong relationships.

“

Franchise training isn’t just about learning systems and processes – it’s also your opportunity to meet the people behind the brand.

● Tutor Doctor provides tutoring services to students of all ages, levels and subjects.

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As a rule of thumb, franchisees should use this time to ask:

A close partnership with operational support can be incredibly valuable, especially in the early stages of running the business.

l What does success look like in the first 12 months?

l What are the most common early challenges?

l How accessible is ongoing support

l How does support evolve after launch?

Operations and business support specialists

Operational support teams play a central role during franchise training, helping you understand the systems and processes behind running the business day to day. This can include areas such as scheduling, reporting, customer management and performance tracking.

A close partnership with operational support can be incredibly valuable, especially in the early stages of running the business. Some important questions to consider are: l What systems do top-performing franchisees use most effectively?

l What operational mistakes should be avoided?

once training is complete?

Marketing and growth experts

Franchisees will also typically meet marketing, brand and business development specialists during training.

Their role is to help you understand how to generate leads, build local awareness and create partnerships within your community.

For many franchisees, this can be one of the most valuable parts of the training experience – offering practical ideas that can support growth from day one.

Use this opportunity to ask:

l What marketing activities deliver the best early results?

l What local partnerships work well?

l How much flexibility is there within the brand’s marketing framework? ➥

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

ADVISORY ARTICLE

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PRETZEL STORE CONTAINER CONCEPT

Many of the most successful franchisees within the Tutor Doctor network continued to share ideas, best practices and advice long after their initial training ended.

The wider support network

An often-overlooked part of franchise training is the opportunity to connect with your fellow franchisees. At Tutor Doctor, collaboration and peer learning are actively encouraged – with many franchisees playing an active role in supporting others across the network.

Meeting people from different professional backgrounds can provide reassurance, fresh perspectives and valuable insights into what works in practice. For new franchisees, hearing real experiences from those already running the business can help build confidence and create a stronger sense of community from the outset.

Many of the most successful franchisees within the Tutor Doctor network continued to share ideas, best practices and advice long after their initial training ended, creating a supportive environment where franchisees continue learning from one another as they grow.

To make the most of these conversations, consider asking: l What has helped them grow?

l What support did they find most

valuable after launch?

l How often do they collaborate and share best practices across the network?

An opportunity to build your base

Franchise training is about far more than systems and processes – it’s an opportunity to build your base with the people who will support you throughout your journey.

By asking questions, making connections and learning from different teams, franchisees can gain even more value from the experience and feel confident heading into launch.

At Tutor Doctor, our franchisees benefit from that established support across every stage of their journey, helping them build confidence and grow their business, regardless of experience. n

● Auntie Anne’s container site in Cheshire Oaks Designer Outlet.

Auntie Anne’s to roll out its container concept A

untie Anne’s, the soft pretzel and food-to-go franchise, has announced plans to roll out its container concept following the successful launch of its debut site in Cheshire Oaks Designer Outlet.

The container concept is designed as a low capital expenditure, high impact store for destinations with strong footfall. Auntie Anne’s said the launch store has performed ahead of expectations amid strong demand for high quality and handcrafted treats-onthe-go.

Over the coming months, it will explore new opportunities for the scalable container format, building on its 45-strong UK footprint. This will focus on launching in locations with highly transient customers, such as travel and non-traditional locations.

Max Burton, managing director of Auntie Anne’s UK & Ireland, said:

“

We see travel as a huge, long-term opportunity for us, so are really excited by the planned roll out of our container concept.

42 Summer, 2026 | www.franchiseworld.co.uk

“Auntie Anne’s has always been seen as a shopping centre brand in the UK&I; however, our container format has allowed us to explore new opportunities to bring high quality treats made with natural ingredients to consumers across different occasions.

“We see travel as a huge, long-term opportunity for us, so are really excited by the planned roll out of our container concept.

“We think it will create a strong win-win -win for our customers, to enjoy more unique treats on the go; our franchisees, who can scale with us in new location types; and our brand, which will benefit from greater levels of awareness.”

Auntie Anne’s added the roll out will support the Group’s 12 month UK expansion strategy as it aims to open at least 10 sites and scale to 100 by 2030.

l Auntie Anne’s UK&I is the UK master franchisee of the pretzel brand founded in 1988 from a single stand at a U.S. farmer’s market in Pennsylvania. n

www.auntieannesfranchising.co.uk

FRANCHISOR ADDS NEW SERVICES TO NETWORK

Greensleeves adds guttering services for revenue growth G

reensleeves Lawn Care is turning shifts in seasonal customer demand into a commercial opportunity with the launch of two new services – gutter clearing and gutter, fascia and soffit cleaning – giving franchisees more ways to generate revenue beyond the core lawn care season.

While lawn care remains a year-round service, activity typically becomes quieter during the winter months. The new services will target demand that rises during autumn and winter, helping franchisees maintain momentum and build a balanced, year-round business.

Greensleeves explained the move is grounded in data, with Google search trends highlighting consistent demand for gutter clearing and cleaning during the colder months – revealing a clear opportunity to extend its offering.

‘Practical and scalable’

Cheryl Harper, managing director of Greensleeves, said: “We’re focused on helping franchisees make the most of the full trading year. That means identifying where demand exists outside of peak lawn care months and giving them the tools to respond to it in a practical, scalable way.

“These services work because they build naturally on what franchisees already do. They don’t require a major shift operationally, but they do create new revenue streams and open up additional conversations with customers.”

Greensleeves new gutter, fascia and soffit cleaning service, uses specialist soft-brush systems and professionalgrade cleaning solutions to remove dirt and algae without damaging surfaces.

The service not only improves the appearance of a property but also helps prevent longer-term staining and damage caused by build-up over time. It can also be delivered alongside gutter clearing in

“

This is a strong example of how targeted additions can make a meaningful difference to franchisee performance over the course of a year. – Cheryl Harper

a single visit, creating further efficiency for franchisees.

Oliver Wood, the franchisee for Huddersfield, North Sheffield and Wakefield, tested the new services and while expectations were initially modest, the level of demand quickly became clear.

“The trial went really well. I didn’t expect it to take off as quickly as it did.

It’s not something I’d had much experience with, but it’s clearly a service people value – and once they know you offer it, the response is immediate.”

Customer engagement has been strengthened by the use of a survey camera, which allows teams to show real-time before-and-after results.

Integrating the service alongside existing work has been a key focus. Wood continued: “It’s about making sure it fits into the business without disrupting what we already do.

“Training has been important so the team feels confident using the equipment. Because it’s such a visual service, those before-and-after images also help build credibility and drive repeat work.”

The trials have also attracted a broader customer base. “We’ve seen a real mix – existing customers, people we haven’t worked with in years and completely new enquiries,” Wood added. “It’s opened up a new market for us and brought in customers who may not have used Greensleeves before.”

Greensleeves will now roll out training across the network this summer, ensuring franchisees are ready to capitalise on demand ahead of peak season.

Looking ahead, Wood expects gutter services to become a core part of his winter operations: “This year was about proving the model. Next season, we’ll start earlier and likely dedicate a team to it over the winter. It’s a simple, highmargin addition that fits well alongside what we already do.”

Harper concluded: “We’re always looking at how we can expand the model in a way that’s commercially sound and easy to implement. This is a strong example of how targeted additions can make a meaningful difference to franchisee performance over the course of a year.” n

www.greensleevesfranchise.co.uk

www.franchiseworld.co.uk | Summer, 2026 43

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

LEGAL ADVICE FOR FRANCHISORS

Why ‘how you behave’ now matters as much as what your contract says

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

I

f 2025 felt like a different year for franchising, that’s because it was.

Not because the model stopped working – it didn’t. The sector remains resilient, scalable and attractive.

What changed was something more subtle, but more important: scrutiny.

Franchising moved out of trade press discussion and into:

l courtrooms (with a renewed focus on good faith),

l Parliament (with questions around power imbalance and accountability), and

l large-scale disputes (with the Vodafone litigation putting discretion under the spotlight).

And when that level of attention converges around a business model, the legal risk doesn’t usually come from exotic clauses.

It comes from a simpler question: Did you exercise your contractual power in a way that looks fair, rational and defensible?

That’s where good faith and the Braganza duty come in.

1. Good faith: not a general rule – but increasingly the lens

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English law still does not recognise a

general, free-standing duty of good faith in commercial contracts. But that’s no longer the end of the story.

Courts are increasingly willing to ask: l

What kind of relationship is this?

l How much control does the franchisor exercise? l How much dependency does the franchisee have?

3. What good faith actually means in practice

One of the biggest misconceptions is that good faith requires “fair outcomes”.

It doesn’t. It is fundamentally about behaviour.

The result isn’t a blanket rule. It’s more nuanced – and more uncomfortable: Good faith has become the language courts use when they’re uneasy about how power has been exercised.

Courts still imply terms sparingly. But in franchising, two triggers are emerging. l The relational contract route

Where you have: long-term commitment, mutual reliance, and a need for ongoing cooperation, there is a greater willingness to scrutinise behaviour through a good faith lens. l When franchising starts to look

like employment The key 2025 decision – Ellis v John Benson – is the clearest warning signal.

The court focused on: full-time commitment, inability to subcontract or

Franchise agreements are increasingly analysed as “relational contracts” – long-term, trust-based arrangements where behaviour matters as much as drafting.

On those facts, the relationship was seen as closer to employment than entrepreneurship, and a duty of good faith was implied to make the contract work.

The court was careful not to generalise.

But the direction is clear: The more a franchise looks like controlled labour rather than independent business, the more likely implied protections become.

That’s why franchise agreements are increasingly analysed as “relational contracts” – long-term, trust-based arrangements where behaviour matters as much as drafting.

2. When does good faith get implied?

diversify, tight operational and economic control, and a “take it or leave it” deal structure.

In franchising, it typically means: honesty and straighforward dealing, fidelity to the agreed bargain, cooperation in a long-term relationship, and not acting in a way that destroys trust and confidence.

Just as importantly, it does not require, altruism, renegotiating bad deals, or protecting franchisees from commercial risk.

A useful way of putting it (and one worth repeating to boards): Good faith sets a behavioural floor, not a commercial ceiling.

4. The Braganza duty: where discretion becomes the battleground

If good faith is the “tone” of the relationship, the Braganza duty is where the legal rubber really hits the road. ➥ www.franchiseworld.co.uk | Summer, 2026 45

LEGAL ADVICE FOR FRANCHISORS

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Post-Covid, many franchisors are tightening enforcement.

That’s exactly where: good faith arguments, estoppel, and Braganza challenges start to appear – especially if enforcement suddenly becomes stricter without explanation.

It applies where a contract gives one party a discretion affecting the other – which, in franchising, arises wherever the agreement requires the franchisor to make an evaluative judgment – for example: approvals, renewals, sanctions, variation of terms, and assessments underpinning enforcement decisions.

Importantly, the duty does not generally apply to the exercise of absolute contractual rights, but to how discretionary judgments under the contract are made.

The obligation is simple, but powerful: Discretion must be exercised honestly, rationally, and for the purpose it was given – not arbitrarily or for ulterior motives.

Critically, this is not about reaching the “right” decision. It’s about how you got there.

5. What “good” looks like: the Hunters example

The decision in Hunters v Brybond shows what a compliant approach looks like in practice. The franchisor succeeded because it had: clear policies, consistent application, consideration of competing interests, and a documented rationale for decisions.

Even where proposals were rejected, they were: considered properly, aligned to system objectives, and supported by commercial justification.

That’s the key point: You don’t have to approve – but you do have to reason.

6. Where franchisors come unstuck

Braganza and good faith arguments tend to arise where decisions look: unexplained (no recorded reasoning), reactive (taken under pressure), inconsistent (different treatment across

“

Perhaps the most important shift is not doctrinal – it’s contextual.

the network), or retaliatory (linked to unrelated disputes).

This is particularly acute in three scenarios:

l Reasserting control after years of flexibility Post-Covid, many franchisors are tightening enforcement. That’s exactly where: good faith arguments, estoppel, and Braganza challenges start to appear – especially if enforcement suddenly becomes stricter without explanation. l High-impact discretionary decisions

Renewals, territory allocation, supply changes and all carry risk if: criteria are unclear, or outcomes appear uneven. l Termination and breach processes

Termination itself is often framed as a contractual right triggered by defined events, and in those cases the analysis is usually binary: has the trigger arisen?

However, risk still arises around the judgments that lead to termination, including: whether a breach is sufficiently serious, whether a cure is adequate, and how enforcement is escalated across the network.

In practice, franchisees will often frame challenges to termination as: good faith arguments (punitive, inconsistent or retaliatory behaviour), and/or Braganza-type arguments focused on the decision-making process leading up to termination, rather than the act of termination itself.

7. The bigger picture: good faith as a proxy for regulation

Perhaps the most important shift is not doctrinal – it’s contextual.

“Good faith” is increasingly being used to express concerns that feel regulatory in nature, including: power imbalance, economic dependency, and use of contractual discretion by large systems.

That’s exactly why cases like Vodafone have attracted political attention: they are not just legal disputes – they are

46 Summer, 2026 | www.franchiseworld.co.uk

“

The real risk is not what your contract allows – it’s how your conduct looks under scrutiny.

stories about control, behaviour and accountability.

And that’s why franchisors should assume the real risk is not what your contract allows – it’s how your conduct looks under scrutiny.

8. What should franchisors do now?

Most risk now sits in behaviour, not drafting, and below is a practical checklist for franchisors: l Map your discretion

Identify where you have decisionmaking power – approvals, renewals, enforcement, sanctions. That’s where your exposure sits. l Systemise decisions

Ensure, clear criteria, consistent application, documented reasoning.

Internal inconsistency is the fastest route to litigation. l Be deliberate about control

Avoid drifting into high-control models without governance. Being “accidentally controlling” is far riskier than being intentionally supportive. l Separate enforcement from emotion

Tone matters. Escalation discipline matters. Courts are increasingly uncomfortable with punitive or performative enforcement. l Stress-test behaviour, not

just contracts Ask: “If this decision was disclosed in court, would we be comfortable defending the process?”

Final thought

Franchising hasn’t suddenly become over-regulated. But it has become more closely observed.

And in that environment, good faith is the vocabulary courts use to assess conduct, and Braganza is the mechanism used to test decisions.

Put simply, in 2026 franchisor risk isn’t about losing control, it’s about exercising control without discipline. n

www.fieldfisher.com

ADVICE FOR FRANCHISORS

Operational insurance: the policy you can’t ignore to protect your business

By Penny Hopkinson, Chief Executive, Manual Magic AI

Y

ou insure your premises against fire, and stock against theft. You insure against public and employer liability, professional indemnity, and probably half a dozen other risks your broker reminds you of every year.

Here is a question: who is insuring the operational knowledge that actually runs your business? The living, breathing intelligence that makes your business work, and which almost certainly resides in the heads of a handful of people.

This is the concept I call operational insurance: the documented, structured, continuously maintained system that captures what your business knows and makes it available to those who need it.

In practical terms, it is your operations manual. A knowledge-sharing ecosystem – a living system that protects your business from the inside out.

The cost of running uninsured

Consider what actually happens when critical operational knowledge is undocumented. Your best manager resigns after running your flagship site for three years and developing her own approach to running the busy operation.

On leaving, she takes that operational knowledge with her.

This is the ‘bus test’ in its most common form, which measures how dependent an operation is on a single, indispensable person. You just need one resignation, one long-term absence, or one retirement to reveal the fragility of a business that runs on unwritten rules.

Now multiply that risk across all sites, every department, every shift. Every

location reinvents how things are done because there is no documented standard to follow.

Reframing the operations manual

Operational insurance is a system you build, not buy. The vehicle for building it is the operations manual – reframed not as a regulatory obligation or a box-ticking exercise, but as the single most strategically valuable asset in your business after your people.

Think of it as a knowledge-sharing ecosystem. Not a static document, but a connected, living structure in which operational knowledge is captured at source, organised into a logical architecture, made accessible to every team member who needs it, and continuously updated as the business evolves.

Every operations manual, regardless of industry or business size, covers six core categories of operational knowledge. Together, these categories form the ecosystem’s architecture. l Introduction establishes who you

are: your vision, your values, and how your business operates at a structural level. This is the context that gives every procedure meaning.

l Set-up and support defines how new

sites, franchisees, or major functions are established and maintained.

l People covers how you recruit, train, manage performance, and develop your team.

l Marketing and promotion protect brand consistency. If one franchisee runs discount campaigns while another positions itself as premium, the brand promise is broken before the customer even complains.

When this ecosystem is in place, the business is insured. Not against fire or theft, but against something far more common and far more damaging: the loss, fragmentation, and inconsistency of the knowledge that keeps it running.

For franchise networks, this ecosystem is what you are actually selling when you grant a franchise. The franchisee is paying for a proven, documented, replicable system. If that system is incomplete, outdated, or buried in a document nobody reads, the franchise’s value is diminished.

Building the knowledge-sharing ecosystem

l Day-to-day operating requirements is the heart of the manual: the standard operating procedures that govern how work is performed, to what standard, and within which compliance framework. l Development, growth, and profit

For independent multi-site operators, the principle is identical. The operations manual is what enables you to open a second, third, or tenth location and know that each will deliver the same standard as your best.

connects operations to outcomes.

Documented operations reduce waste, shorten training cycles, prevent errors, and strengthen compliance – all of which improve the bottom line.

These six categories are not separate documents. They are chapters of a single operational story, forming the ecosystem that insures your business against the loss of knowledge at any level. ➥

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

ADVISORY ARTICLE

APPOINTMENT

From static manual to living system

The biggest barrier to building this ecosystem has never been a lack of willingness. It has been time. This is precisely the problem that technology now solves. AI-powered platforms, such as Manual Magic AI, have fundamentally changed the economics of creating operations manuals.

What once took weeks or months to convert operational knowledge into structured, usable documentation now takes hours. Raw, unstructured process knowledge can be transformed into consistent, implementation-ready standard operating procedures in real time.

More importantly, the manual itself becomes a living system rather than a static artefact. A dashboard tracks which areas of the business are documented and which are not. A workflow manages the lifecycle of every procedure, from draft through review to publication and updates.

An AI search function allows any team member to query the entire knowledge base in natural language. The ecosystem is not just built – it is maintained, searchable, and continuously improved.

The return on operational insurance

The return on this investment is not abstract. Consistent operations deliver a consistent customer experience, driving retention and reputation.

Scalable documentation ensures new sites open performing like your best and shorter onboarding lowers recruitment costs and accelerates productivity.

Compliance readiness means fewer ‘surprises’ from auditors and regulators.

And a fully documented operational system directly increases your business’s valuation.

In conclusion

You can continue to run uninsured, or build a system that captures operational knowledge and structures it, making a permanent, transferable asset of the business.

It’s not whether you can afford to build a knowledge-sharing ecosystem, but whether you can afford not to. n

● The combination of freshly prepared food and giving back is why Zambrero call themselves ‘Feel Good Mex’.

Development agent to spearhead expansion Z

ambrero, the Mexican-inspired quick-service restaurant brand, has appointed Sumin Lohani (below) as development agent for the South East of England to spearhead expansion in Hampshire, the Isle of Wight and Berkshire.

Lohani will be responsible for franchisee recruitment in the three counties, with plans to open up to 30 restaurants by 2030, with at least 20 in Hampshire and the Isle of Wight, and 10 in Berkshire.

The openings will create around 450 jobs, including full and part-time roles.

Lohani said: “This is an opportunity for both new and experienced franchise partners – whether that be single-site owners, multi-site owners or corporate partners – to join a fast-growing global brand.”

Development will focus on larger towns and cities with high footfall areas on high streets, shopping centres, retail parks, and university and college campuses.

Emily Teh, chief executive of Zambrero UK, said: “Our regional development agent model has delivered strong results in markets including Australia and Ireland, and we’re confident this proven approach will drive the same success here in the UK.”

Serial franchisee

Humanitarian initiative

Lohani brings a wealth of experience to the role having been a franchisee for other businesses since 2017, and is currently a multi-site franchisee with Yo! Sushi.

He joined Zambrero as a franchisee in 2025 taking over an existing restaurant in Reading, and this year becomes a multi-site owner by opening an outlet in Basingstoke.

Alongside recruitment of franchisees, Lohani will also assist with location acquisition, operational support, brand integrity, regional marketing activation and business strategy.

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

At the heart of Zambrero is its ‘Plate 4 Plate’ humanitarian initiative.

Every time a burrito or bowl is purchased at any of its restaurants, it sends a nutritious meal to someone in need in the developing world via its charity partner, Rise Against Hunger.

Since the inception of the initiative, over 100 million meals have been donated by its network of restaurants. l Zambrero has over 350 restaurants in Australia, Ireland, New Zealand, the UK and the U.S. n

www.zambrero.co.uk/franchise

OPINION PIECE: WOMEN ARE SHAPING THE FITNESS EXPERIENCE

Fitness franchising: Creating women leadership pathways

By Sarah Nehme, Head of Programming, Body Fit Training

A

cross Body Fit Training (BFT) 65 per cent of our members are female. The demand is there; the commitment is clear and the appetite for structured supportive training environments continues to grow.

What’s changing now is not whether women are engaging in fitness – but whether they are shaping it.

Here, I explain why franchising is the pathway that allows women to move from participant to leader, from member to business owner, and from consumer to culture-setter within their communities.

From involvement to ownership

Fitness tends to begin as a personal pursuit – a way to improve strength, confidence or wellbeing. But traditional routes into leadership within the sector have often required a leap into entrepreneurship that feels unnecessarily high-risk: building a brand from scratch, developing programming, establishing operations and learning the commercial side of the industry simultaneously.

Franchising offers an alternative.

Instead of starting with uncertainty, prospective franchisees step into a proven framework. Systems are established, brand positioning is clear and operational support already exists.

This reduces the friction that can discourage talented and passionate people from exploring business ownership in the first place.

The result is a more accessible entry point into leadership – one that recognises industry experience and community understanding as strengths, not prerequisites for starting from zero.

Community building

Fitness franchises are rarely just commercial ventures. At their best, they

● Sarah Nehme is also a multi-unit BFT franchisee in Melbourne, Australia.

“

become anchors within local communities – shaping how people experience movement, connection and support.

As more women move into ownership roles, the ripple effects extend beyond individual studios. Priorities change. It determines whether fitness environments feel competitive or collaborative, intimidating or encouraging.

This is where franchise ownership can be particularly powerful. When people who have experienced the value of inclusive training take on leadership roles, they often prioritise culture as much as performance. The focus shifts from delivering workouts to creating spaces that feel welcoming, collaborative and motivating.

Our International Women’s Day CrewFit session at our Battersea studio, London, reflected this evolution in action.

Designed as a team-based workout and open to female members, coaches and franchisees alike, the event was about reinforcing the sense of shared progress that underpins modern fitness communities.

For BFT, initiatives like this are not standalone moments but a reflection of how the franchise model is designed to operate – creating a space where women are encouraged to participate in fitness, but also supported to lead, influence and build the communities around it.

The Battersea studio itself is femaleowned, demonstrating how franchisees are helping shape inclusive training environments from the top down in their communities.

That sense of belonging is often shaped at ownership level. Franchisees influence how studios operate day to day: how success is measured, how newcomers are welcomed and how inclusive a space feels. Leadership decisions translate directly into lived member experience.

Supported route into entrepreneurship

One of the most significant barriers to business ownership is the perception of isolation. Starting on your own can mean navigating operational complexity, financial uncertainty and cultural development without a roadmap. ➥

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

OPINION PIECE

ROASTING PLANT COFFEE

Coffee chain’s global acceleration strategy R

Franchise models mitigate that challenge. Support structures, shared knowledge and ongoing mentorship create environments where franchisees are empowered rather than overwhelmed.

This ‘business for yourself, but not by yourself’ approach allows franchisees to focus on impact – building relationships and strengthening their communities – while relying on an established operational backbone.

For many women exploring entrepreneurship, this balance between independence and support is key. It enables them to take ownership without stepping into unnecessary risk.

Redefining leadership in fitness

As more women move into ownership roles, the ripple effects extend beyond individual studios. Priorities change. It determines whether fitness environments feel competitive or collaborative, intimidating or encouraging.

When franchisees reflect the diversity of participation, the network becomes more representative of the people it serves.

Programming evolves, communication shifts and long-term engagement become more achievable.

Franchising is not the sole route to achieving change, but it is proving to be a meaningful one. By lowering barriers to entry, providing structural support and enabling community-led ownership, it is helping ensure that the future of fitness is not only attended by women – but led by them.

And, that leadership has the potential to shape the way fitness is experienced for generations to come. n

www.bodyfittraining.au/franchise

oasting Plant Coffee, the pioneer of in-store roasting automation with the ‘Just-Roasted’ specialty coffee experience, has announced a major new strategy for international growth including a search for a UK franchisee, represented by specialist business property adviser Christie & Co.

The company is seeking an experienced food and beverage operating partner with the resources and expertise to accelerate growth of stores throughout London, and the UK.

Roasting Plant Coffee already has five established London stores in premium locations – The Strand, London Bridge (Borough Market), South Molton Street, High Holborn and Monument.

The global acceleration strategy unlocks further expansion of the brand’s portfolio across North America, Asia and EMEA (Europe, the Middle East and Africa) and can already be seen rolling out in new markets.

In the U.S., recent store openings, in partnership with The Fresh Market, include Miami and Chicago, and in Asia, the company recently signed an international licensing agreement for Singapore.

Leadership experience

The strategy comes 18-months after Doug Satzman joined the company as chief executive. He brings extensive leadership experience including senior executive roles at Starbucks in both the U.S. and head of Starbucks EMEA Licensing.

Satzman said: “Roasting Plant Coffee has created a truly differentiated and

“

We feel this is an exciting opportunity for a UK entrepreneur to acquire and partner with a stand-out concept that can successfully expand throughout the UK. – Simon Chaplin, Christie & Co

50 Summer, 2026 | www.franchiseworld.co.uk

highly personalised specialty coffee platform, that uses its proprietary automation technology, Javabot, to roast premium coffee in every café, and brew each cup to order in less than a minute for a unique and exceptional customer experience.

“Our retail success in the U.S. and UK combined with our vertically integrated business model, including design, development and manufacturing of our Javabot, have put us in a unique position for scalable growth around the world.

“The runway is massive in front of us, and I can see Roasting Plant cafés in shopping centres, malls, airports, universities and high streets in many major markets in the near future.”

Javabot technology

Roasting Plant Coffee explained its Javabot technology ensures fresh, consistent, artisan-quality coffee with a choice of coffee beans at a value that compares favourably with other high street operators.

The automation delivers lower operating costs with less labour, and lower cost of goods leading to higher profits, enabling the brand to scale up rapidly. n

ADVICE FOR FRANCHISORS

Boosting franchise SEO with inclusive digital design

By Kirsty Broughton, Content Writer, Mayfly Internet Marketing

I

n the UK, around one in four people lives with a disability. While there are legal requirements in place requiring that an organisation’s online presence be accessible to everyone, many companies fail to deliver.

As the way we use the internet changes, demand for accessible features is rapidly rising across the whole population. With the days of browsing the internet on a computer in a quiet room without distractions long gone, people expect online technology to adapt to their surroundings and facilitate watching videos with captions that benefit both a temporarily disadvantaged person and someone with a disability.

An inaccessible website can have damning consequences to a business’s growth, as over 70% of disabled people abandon websites that aren’t easy to use.

Poor user experience has damning effects on search engine optimisation (SEO), leading to poor visibility, fewer leads, and a lower conversion rate.

Franchises are particularly vulnerable, as a loss of consumer trust can spread from one outlet to the next. The actions of one franchisee can condemn another to weak rankings and thousands in lost revenue.

The digital legal requirements

In the UK, under the Equality Act 2010, businesses are required to make reasonable adjustments to remove

.

barriers to online services, including websites, Google Business Profiles, social media pages, and apps. Failure to do so can lead to expensive legal repercussions, enforcement action, even if you did not intend to discriminate against disabled people.

For example, if a social media post has text in the image, it’s good practice to copy the text into the caption so people using screen readers can understand the visual content. This also helps search engines to crawl the content, improving SEO.

While lawsuits under the Equality Act 2010 due to weak digital accessibility are rare for now, their number is increasing. Digital assets are increasingly viewed by the court as services, making them more vulnerable to legal action, potentially costing businesses thousands of pounds.

Created by the World Wide Web Consortium, the WCAG provides a

There are three levels of conformance.

l WCAG Level A The minimum level of accessibility that all websites should meet. Its basic requirements include compatibility with assistive technology, such as screen magnifiers, unambiguous information, clearly labelled forms, and keyboardonly content access.

As of last year, UK businesses operating in the EU are also required to comply with the European Accessibility Act (EAA). The EAA uses the Web Content Accessibility Guidelines (WCAG), a set of international standards to ensure an organisation’s digital content is available to everyone.

The Web Content Accessibility Guidelines

framework for ensuring digital services are accessible to all. While it isn’t a law itself, complying with the guidelines is a recognised way to prove that your organisation adheres to the Equality Act 2010.

l WCAG Level AA Widely considered to be in line with the Equality Act 2010, as it requires strong accessibility. Alongside all the features of Level A, it must include easy-to-follow content organisation, consistent navigation elements across every page, and sufficient colour contrast between the text and the background for maximum readability. l WCAG Level AAA The highest level incorporates the first two levels’ criteria, along with 28 new requirements, including sign language translation and detailed audio descriptions for video content.

A franchisee’s digital footprint

The degree of control a franchisee has over their marketing varies from franchise to franchise, with most having power restricted to local marketing tools, such as social media and Google Business Profile (GBP).

The Equality Act 2010 applies to all of a franchise’s digital content, meaning each franchisee must take extra measures to ensure they aren’t leaving anyone out.

If multiple outlets aren’t taking the necessary steps, the company could face multiple non-compliance suits. ➥ www.franchiseworld.co.uk | Summer, 2026 51

Franchise Marketing that works

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“

ADVICE FOR FRANCHISORS

Recent studies found that over 70% of consumers were happier to support companies that practised inclusivity, with 49% of Gen Z stating they would stop buying from a brand whose advertising was not accommodating.

Using a marketing company to develop accessible sites and templates, specialised for franchises, provides franchisors with a digital backbone they can trust. Ensuring disabled people have access to your site unlocks a largely ignored demographic with a UK spending power of approximately £274bn per year.

NEWS

People with access needs tend to be more loyal to sites and services that they know are inclusive, with 86 per cent of UK consumers stating they have paid extra for a product from a website with an accessible design.

Providing franchisees with training on digital accessibility not only creates consistent messaging across every branch but also protects the company, ensuring its compliance and inclusivity.

Better accessibility, better SEO

While Google’s algorithm is ever evolving and highly complex, it relies heavily on trust factors to decide the results a search generates and assign rankings to different web pages and brands. Fail to win Google’s trust, and your web page or GBP could be buried on page seven of Google.

Google will assess the brand as a whole and assign a level of trust based on the actions of the network as a whole. The higher the degree of trust, the better the brand’s visibility.

While on the one hand, franchises are particularly at risk of losing authority and rankings, they’re also in a position to produce significant trust signals. By prioritising accessibility on every GBP, outlet page, and social media profile, Google can crawl each page more easily, making it more likely to appear higher up the results page.

Inclusivity leads to conversions

While most digital inclusivity efforts originate from intentions to support disabled people, everyone benefits from a site that’s easy to navigate with clear content. People may experience temporary or situational impairments, such as loss of hearing due to environmental or personal circumstances, and would benefit from accessible features such as captions.

Users form an opinion of a website in just 0.05 seconds. It’s essential that your page is designed for everyone to enjoy

an informative user experience. If your content fails to deliver information fast and meet users where they are, the probability of a conversion drops catastrophically.

People with access needs tend to be more loyal to sites and services that they know are inclusive, with 86% of UK consumers stating they have paid extra for a product from a website with an accessible design.

Growing a franchise through online inclusion

Demand for an accessible browsing experience is growing. From franchisors looking to produce a more inclusive online presence, to the public expecting an enjoyable customer experience – and voting with their feet if they don’t find one.

Crucially, making websites, GBPs, and social media pages accessible is the right thing to do, as it prevents discrimination and helps to close the digital divide.

However, the benefits of investing in accessible online infrastructure go beyond user experience, as they make your service available to the largest market possible. Google rewards inclusivity attributes, boosting your SEO and visibility.

With studies finding that inclusivity improvements have an return on investment of $100 for every $1, franchisors must grow their model with accessibility at the forefront. n

www.may-fly.co.uk

Revive! expands into Blackburn

REVIVE! Bolton is expanding into the neighbouring territory of Blackburn to support further dealers and customers with its SMART vehicle repair services, as volume is at an all-time high.

Revive! mobile technicians carry out quality, cost effective minor paint and bodywork repairs for vehicles and alloy wheels.

Repairs can be carried out at a time and place to suit customers and usually cost less than the average insurance policy excess, and without the hassle of taking the vehicle to a body repair workshop.

‘Extend our service offering’

Liam McBride (below), the franchisee of Bolton and Blackburn who has just celebrated his second anniversary of Revive! Bolton, commented: “So many people outside of our existing customer base have asked me if we would consider expanding into Blackburn to further extend our service offering.

“Following our extremely successful run in Bolton, we decided that the time was right for us to grow and develop our customer base.

“We pride ourselves on delivering only the best quality of work and are really looking forward to meeting new customers and creating job opportunities as we expand.”

The Blackburn opening comes just one month on from Revive! Bolton winning four awards at the recent Revive! Annual Conference, becoming the most successful of the 50 plus franchisees in attendance. n www.franchiseworld.co.uk | Summer, 2026 53

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.

54 Summer, 2026 | www.franchiseworld.co.uk

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

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

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

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

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

Q Which franchise should I buy?

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

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

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

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

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

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

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

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

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

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

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

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

This question is often overlooked.

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

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

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

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

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

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

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

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

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

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

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

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥

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

NEW TO FRANCHISING?

AI IN FRANCHISING

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.

BFA polled its members on their usage of AI

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

T

he British Franchise Association (BFA) polled its members in March 2026 to find out if they were using AI in their businesses, and if so, what difference had it made?

Members were asked: Have you introduced AI into your business over and above ChatGPT?

The 53 respondents said:

l 43% – Yes, we are very pro AI but haven’t actually used it yet above ChatGPT.

l 40% – Yes, we are fully embracing

AI and are using it across multiple areas of our business. l 15% – Very cautious, it’s unlikely we’ll do anything in 2026.

l 2% – No, I’m not a fan and we won’t be using it at all.

For those who replied yes, they were asked a follow up question: What difference has AI made to your business? l 42% – There had been no discernable difference yet.

l 33% – It allowed them to offer better customer service. l 14% – They had seen an increase

in profits.

l 11% – They had seen an increase in recruitment.

How did the different member groups answer?

When broken down into franchisor, franchisee, supplier and advisor membership, the results told an interesting story.

When it came to the adoption of AI

“

“

AI has a place in the business sector, but I am cautious to rely on it completely as it can take away the creativity which my business is promoting. – Franchisee respondent

61% of franchisors said they were fully embracing AI versus only 23% of franchisees. However, 55% of franchisees said they are ‘very pro’, meaning the gap won’t take long to close.

Members who are seeing the most positive results

Franchisors were the group to report the most positive results (83%) through a mixture of increased profits, increased recruitment and better customer services.

Meanwhile only 33% of franchisees saw either better customer service or increased recruitment – the majority (67%) have seen no discernable difference yet. This could possibly be because franchisees are using AI for smaller tasks whilst the franchisor is likely to be using it for whole network, with bigger results.

Although the number of advisors and suppliers who replied was minimal, 100% of suppliers said they were ‘fully embracing’ the use of AI and as a result, delivering better customer service.

Association’s comment

Pip Wilkins, chief executive of the BFA, who recently hosted a one day seminar on the use of AI in the franchising sector, said: “This data is very interesting and reflects the sentiment in the room at the seminar. Most people are very pro but cautious about how to use it to their best advantage.

We replaced a legacy franchise management platform costing £1,500 per month by building our own in-house solution for £100 in token costs. The return on investment case is no longer theoretical for us.

“So our role is to continue to educate our members on the opportunities for AI’s use, and the significant legal ramifications all businesses need to be aware of when using AI.” n

– Franchisor respondent

www.thebfa.org

56 Summer, 2026 | www.franchiseworld.co.uk

Discover Your Tomorrow Here at the BFA we believe there’s nothing quite like franchising to make business ambitions happen.

We’ve been here for over 40 years supporting and educating franchisors and franchisees at every level of their development, from newcomers to household names, setting the highest ethical standards to make sure everyone is treated fairly.

Franchisors Membership isn’t just a badge, it’s a conscious decision to operate to UK franchising standards and access a wealth of trusted know how for your ongoing development.

Franchisees Franchisee membership is FREE to BFA accredited brands. Access a platform of peer to peer networking, business support and promotional opportunities.

Advisor Become an active in uencer in the delivery of high standards and protection of the industry.

Get in touch today!

Visit our website www.thebfa.org, or email mailroom@thebfa.org for more information.

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