Franchise World | Winter 2024

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

Winter | 2024

FranchiseWorld Covering franchising since 1978

Subway’s new restaurant design to roll out in 2025

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

Franchise survey

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

Bluebird Care

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

Water Babies

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

BE A NOLTE KÜCHEN

ane r

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

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

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

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

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

Snap Fitness set to reach 100-gym landmark across the UK and Ireland The openings are a combination of new franchisees joining the network and existing franchisees scaling their investment with the brand to become multi-site gym operators.

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CONTENTS

The winners of the BFA HSBC UK British Franchise Awards 2024

The awards, known as the ‘Oscars of franchising’ and sponsored by HSBC UK for the past 35 years, celebrate the achievements of BFA member franchisors and franchisees.

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Subway’s new restaurant design to roll out in 2025 Branded Fresh Forward 2.0, Subway has unveiled a new restaurant design to further enhance guest experience, improve convenience and help drive franchisee profitability.

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The franchise survey 2024 results ‘make for gratifying reading’ The British Franchise Association and NIC Services Group, the survey sponsors, have published the results of the Franchise Industry Survey 2024, which for the first time is housed in the British Franchise Journal.

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Page 33 Bluebird Care’s rebranding and new services underpin ‘It’s good to be home’

The home care provider says its new premium look, accompanied by several new services, reaffirms its quality care offering as the network continues to grow into its 21st year.

17

Boss Pizza announces plans for 10 new locations

Boss Pizza has confirmed new stores to meet the growing demand for its pizzas that, it says, are distinguishable by being up to 40 per cent bigger and 50 per cent more affordable than competitors.

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McDonald’s youngest franchisee in England with aid of HSBC UK funding

The six-figure funding package has assisted Chirag Pandya to purchase a McDonald’s 450 sq. metre site, which serves an average of 1,600 customers per day and features a ‘drive thru’ and a 40-space car park.

springboard for Water Babies Group to build on its success in the UK and existing international markets.

22

Kitchen Makeovers achieves best six months on record

The growing kitchen renovation franchise is celebrating its best six months in business and reports its new experienced team member, franchise development manager Jon Head, has been instrumental in the success of the brand.

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XplorerGroup’s acquisition of the Kall Kwik brand

Multi-brand franchise operator, XplorerGroup, has acquired the business design and print brand, Kall Kwik, from The Bardon Group.

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Page 31 Paris Baguette: A new era in the UK’s bakery café culture

With over 4,000 stores in 11 countries, Paris Baguette has become a beacon of quality and innovation in the bakery café sector. Its mission is to transform every visit into a memorable experience.

29

Chicking grants master franchise for Scotland for its halal QSR brand

Chicking, founded in Dubai, has granted a master franchise for Scotland to FoodFixx. The agreement comes as part of Chicking’s expansion in the UK, following the opening of several locations in England.

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Transform your future at The British & International Franchise Exhibition

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For anyone looking to tap into the potential of franchising, this event showcases a wide range of leading franchise brands. Running for over 30 years, The Franchise Exhibitions also offer attendees advice and guidance on their franchise journey all under one roof.

FranchiseWorld magazine

Editor Nick Riding nick@franchiseworld.co.uk

19

Water Babies swim school acquired by U.S. investors

Water Babies has been acquired by Elmsley Capital and Westerly Group.

The change of ownership provides a

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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

Winter 2024 – No. 243

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

© 1978 – 2024 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 Winter, 2024 | www.franchiseworld.co.uk

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

FRANCHISE EXPERTS OFFER THEIR ADVICE Why franchising could be a smart move if you’re facing redundancy

If you’re facing redundancy and wondering about your next career move, franchising could be the opportunity that offers both stability and entrepreneurial fulfilment.

By Rebecca de Chair, a Group Marketing Manager, Franchise Brands

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Why age is not a barrier when it comes to investing in a franchise opportunity

If you are thinking about a career change later in life, you are in good company. More people are embracing new paths at every age, proving that a shift in work can be energising and fulfilling. Franchising offers a fantastic opportunity to bring life skills into something new, regardless of age.

By Cheryl Harper, Managing Director, Greensleeves Lawn Care

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Starting a new business – what you DON’T have to do as a franchisee

Chicken Cottage exceeds its store opening target

Having surpassed its own expansion targets, Chicken Cottage has opened its 67th UK store which launched with a high-profile delegation from the brands Malaysian owners, Terengannu Inc.

39

We Love Pets hosts a wellbeing retreat for franchisees

Jo and Ryan White, co-founders of We Love Pets, treated its franchisees to a well-being day in Suffolk. Designed around ‘self-care’, the event highlighted that mental and physical health is key to their success in business.

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Caremark’s new marketing fund for its franchisees

For the first time in nearly 20 years, Caremark launches its National Marketing Fund that aims to equip franchisees with the choice to tailor their marketing needs to best align with their own business growth goals.

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Whether you’re looking to start a business or invest in a franchise, it can be an overwhelming and challenging time. However, by leveraging the franchisor’s brand and business model, many aspects into business ownership are significantly reduced or even eliminated.

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

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Global expansion: Mastering the art of franchising abroad

International franchising offers undeniable growth potential but demands careful planning and adaptation. The key to success lies in selecting the right master franchisee and ensuring the business model is adaptable to local conditions without compromising core values.

By Rik Hellewell, Founder and Managing Director, Ovenu

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The truth about owning a children’s drama franchise – debunking the myths

A franchise in the creative sector, specifically drama and performing arts, can sometimes be surrounded by misconceptions. The common myths

are debunked, highlighting the benefits of owning a children’s drama franchise.

By Becky Goodfield, Chief Executive Officer, Drama Kids

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Traditional media relations vs digital PR: Demystifying these terms for strategy

What is digital PR? How is it different from traditional media relations? And do you really need to choose between them? To understand these terms will help you create strategies that work.

By Lucy Archer, Co-founder, Rev PR

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Understanding financial metrics are essential in the franchise resale process

Valuing a business is never just about a number – it’s about understanding the unique factors that drive that number and clearly explaining how we’ve reached it.

By Emma Bohan, Operations Manager, Franchise Resales

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Speak to existing franchisees – the community at the core of the network

One of the undeniable benefits of franchising is the access to a community of like-minded peers who can support you at any stage of your journey – whether that’s before or after you’ve signed on the dotted line.

By Diane Vesey, Director of Franchise Development, Body Fit Training

54

How a franchise can satisfy your basic human needs

When investing in a franchise, what do we look for? Profit potential, a work-life balance, a supportive franchisor?

What we are doing is scratching an ‘evolutionary’ itch to satisfy our basic human needs.

By Ian Christelow, Co-founder, ActionCOACH UK

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The power of the three Cs in building a strong franchise

A trifecta lies at the heart of every thriving franchise: creativity, commitment, and consistency. When harmoniously integrated and reflected in the operations manual, these three principles form the bedrock of long-term success and brand loyalty.

By Penny Hopkinson, Founder, Manual Writers International

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

Reach your goals.

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

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

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

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

AC59112 ©HSBC Group 2022. All Rights Reserved.

NEWS

The winners of the ‘Oscars of franchising’ are...

T

he winners of the BFA HSBC UK British Franchise Awards 2024 have been named. The 35th awards presentation ceremony, held on 7th November, followed the British Franchise Association’s (BFA) Annual Conference.

The conference held at the Telford International Centre, Shropshire, was sponsored by BFA suppliers Citation and Evolve. Stephen Bartlett, the wellknown entrepreneur and host of the UK podcast, The Diary of a CEO, was the headline speaker.

The awards, known as the ‘Oscars of franchising’ and sponsored by HSBC UK for the past 35 years, celebrate the achievements of BFA member franchisors and franchisees. And the winners are...

Franchisor Awards Franchisor of the Year – Established Right at Home Dyno-Rod (highly commended) Franchisor of the Year – Expanding Mathnasium

Trailblazer Tutor Doctor Leadership and Culture Puddle Ducks Brand Awareness Home Instead

Franchisee Awards HSBC UK Best in Class Multi-unit: multi-brand Gastronomy Foods (Acky Khan) HSBC UK Best in Class Multi-unit: single-brand ServiceMaster Clean (CJ Micallef) Lifestyle Franchisee Pink Spaghetti (Ally Phillips) Community Focus and People’s Choice Award Football Fun Factory (Jonathan Radford) Franchisee Trailblazer Revive! Auto Innovations UK (Nathan and Adam Holmes) Fun Fest Holiday Club (highly commended) – (Helen Wilson) Next Generation Onside Coaching (Lottie Jones)

Franchisor of the Year – Lifestyle The Creation Station

Business Builder Aspray (Joe McGuigan)

Business Transformation Signs Express

Comments

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Judging the finalists was challenging but rewarding and I was delighted that on awards night, we were able to showcase the talent and success of the UK industry.

Reflecting on the awards, Gillian Morris (right), UK head of franchise, commercial banking at HSBC UK, said: “The awards have consistently demonstrated the best of the UK

franchising industry, and the breadth of applications from franchisees and franchisors this year, highlights the value placed in a BFA HSBC UK British Franchise Award; the pinnacle of achievement in the UK franchise industry.

“Judging the finalists was challenging but rewarding and I was delighted that on awards night, we were able to showcase the talent and success of the UK industry. Huge congratulations to all the winners, and to the shortlisted finalists.”

Pip Wilkins (below), chief executive of the BFA, who celebrated her 25th anniversary with the association this year, added: “Another year of inspiring entries demonstrating well thought out strategies, forward thinking innovation, carefully considered insight and ultimately, growth for franchise brands.

“In this our survey year, which revealed a 53 per cent growth in the personal services sector, it is perhaps unsurprising to see so many of them here as winners tonight. My enormous congratulations to all the finalists, and of course, the winners. We hope this award will give you the recognition you deserve as the best in British franchising.”

The 2024 awards attracted an 11 per cent increase in brands entering compared to 2023, which resulted in a 27 per cent increase in entries overall. n www.franchiseworld.co.uk | Winter, 2024 7

ADVICE FOR FRANCHISEES

● ChipsAway is part of Franchise Brands, a multi-brand franchisor with

over 625 franchisees across its seven brands.

Why franchising could be a smart move if you’re facing redundancy

By Rebecca de Chair, a Group Marketing Manager, Franchise Brands

F

acing redundancy can be a daunting experience, often filled with uncertainty and anxiety. However, it can also be a turning point, offering new opportunities for those willing to explore alternative paths.

One option that has gained significant traction in recent years is franchising. If you’re facing redundancy and wondering about your next career move, franchising could be the opportunity that offers both stability and entrepreneurial fulfilment.

If you’re wondering whether franchising could be the perfect solution for you, here are 10 reasons why you should consider it further.

1 Proven business model

One of the most appealing aspects of franchising is that it offers a proven business model. When you invest in a

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

franchise, you’re buying into a business that has already established its products or services, brand recognition, and operational systems. This drastically reduces the risk compared to starting a business from scratch.

As someone transitioning from a redundancy situation, the ability to walk into a business with a structured model and support can provide much-needed reassurance.

2 Established brand recognition

Building brand awareness from scratch is a long and challenging process for any business owner. However, a franchise with a reputable brand such as ChipsAway (part of Franchise Brands), which has built up a fantastic reputation over many years operating in the UK, offers instant access to brand recognition, allowing you to benefit

from the trust, customer base, and goodwill the brand has already built.

This means that from day one, your business has a ready-made market and visibility. Especially in times of uncertainty, having a well-known brand behind you can lead to a faster start and quicker revenue generation – so you can hit the ground running.

3 Training and ongoing support

For many people, the fear of stepping into unknown industries or managing their own business can be a major deterrent. However, franchising typically comes with comprehensive training and ongoing support.

With ChipsAway for example, there is no experience necessary, as the investment includes 4-weeks comprehensive training, as well as

further advanced training after the franchisee has spent time in the field.

The training also includes operational, marketing, and financial aspects of running the business. This support continues long after the initial setup, offering guidance as you grow your business.

If you’re facing redundancy, especially from a sector that is declining or has limited opportunities, franchising in a growing industry with proper training can help you pivot into a new career with confidence.

4 Reduced investment risk

Starting a business independently involves significant risks, including large financial investments, operational inefficiencies, and market volatility.

With a franchise, some of these risks are mitigated. Franchisors typically provide a clear breakdown of costs, from initial franchise fees to ongoing royalties, and they often have established relationships with suppliers. This clarity helps you manage financial planning more effectively.

5 Flexibility and independence

While redundancy often feels like a loss of control, franchising allows you to take charge of your career. You become your own boss while still having the safety net of a larger, more experienced partner.

Many franchises offer flexible working models, allowing you to choose a business that fits your lifestyle, personal goals, and even location preferences.

For example, if your redundancy was related to a shift in the market or work-life balance, you might look into franchising opportunities that offer flexible hours, work-from-home options, or specific industries that are more aligned with your lifestyle. This flexibility gives you the chance to redefine your work-life dynamic on your own terms.

6 Potential for growth

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While redundancy might force you to

rethink your financial future, franchising can offer scalable income opportunities.

Many franchises offer the potential for multi-unit ownership or territorial expansion.

At ChipsAway, we have franchisees who are very happy running one van, with a good income, enjoying the flexibility this brings. We also have numerous franchisees who have grown their businesses into multi-territory businesses and Car Care Centres, which are able to take on larger repairs and therefore increase turnover and income accordingly.

In contrast to employment, where your income may be capped or subject to external factors like company performance, franchising allows you to reap the rewards of your own hard work and decisions, allowing you to reach whatever business ambitions you may have.

7 Franchising in recession-proof industries

Some industries perform better than others in times of economic uncertainty.

If your redundancy was a result of a struggling industry or recession, franchising offers an opportunity to pivot into recession-resistant sectors.

For example, essential services like health care, home maintenance, cleaning, or childcare often fare better during economic downturns. Likewise, opportunities which may save the consumer money by offering an alternative to a more expensive solution tend to do well in times of recession.

By selecting a franchise in one of these industries, you can future-proof your income and business longevity.

8 Sense of community

Redundancy often brings feelings of isolation and uncertainty, but entering into a franchise often connects you to a larger network of other franchisees who share experiences, challenges, and strategies. This franchisee community

If you’re facing redundancy, especially from a sector that is declining or has limited opportunities, franchising in a growing industry with proper training can help you pivot into a new career with confidence.

can offer valuable emotional and practical support.

Being part of a franchise network means you are not alone in your journey – you can collaborate with others who have been in the same position and gain insights into how to grow your business.

9 Franchise options for different budgets

One misconception is that franchising requires a massive upfront investment.

While some well-known franchises do require significant capital, there are many options for various budgets. From home-based franchises to lower-cost service-oriented businesses, the diversity in franchising allows you to find an opportunity that matches your financial situation post-redundancy.

It’s important to assess your financial resources and choose a franchise that aligns with your financial capacity while providing the income potential you’re seeking.

10 Long-term stability

Facing redundancy can make anyone yearn for greater stability and control.

With franchising, you have a business that offers both independence and security, a rare combination. The support from the franchisor, the backing of an established brand, and the consistent demand for products or services in specific sectors can make franchising a stable career option even during unpredictable economic times.

In conclusion

Redundancy, while challenging, can open new doors to a fulfilling and financially rewarding career. Franchising offers a unique balance between entrepreneurship and support, giving you a head start in your next venture.

With an established model, brand, and network in place, it reduces many of the risks associated with starting a new business, while giving you the freedom to build a future on your terms.

If you’re facing redundancy, exploring franchising might be one of the smartest decisions you can make to take control of your professional and financial destiny. n

www.chipsaway.co.uk/franchise

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

CHILDREN’S NURSERY FRANCHISE

Monkey Puzzle opens a triad of new nurseries

M

onkey Puzzle Day Nurseries, the children’s nursery, is opening in three new locations at Horsham, West Sussex, Sevenoaks in Kent and Stevenage, Hertfordshire.

Franchisees Bhabani and Sampa Sahoo, a husband and wife team, are opening in Horsham with a brand-new setting that has been specifically designed with the needs of children and staff in mind.

“We are truly delighted to be opening Monkey Puzzle Horsham,” said Bhabani. “We looked into running our own nursery to start with, but our research showed we needed the backing of a franchise – Monkey Puzzle was our standout option. We can’t wait for the nursery to go from strength to strength and being at the heart of our local community.”

For Arlind Marku, who joined as a franchisee in 2015, Monkey Puzzle Sevenoaks is the sixth setting in his portfolio.

Alice Riches, the nursery’s deputy manager, who arranged the launch of Sevenoaks, said: “The parents have loved the setting so far and we can’t wait to welcome more children over the coming months. We also want to continue to develop our relationship with the local community, building on the feedback we receive from parents and the children.”

Franchisee Natasha Moniz is preparing to open her second nursery in Stevenage.

● Monkey Puzzle Day Nurseries provide babies, toddlers and preschool children with the opportunity to learn, develop and grow within a safe, secure and caring environment.

She has two decades of experience in early years, after working as a practitioner and then a deputy manager for large nursery brands, before investing in her first Monkey Puzzle in 2019.

Moniz said: “I always wanted to run my own nursery. Once me and my partner Anson had the resources, we looked at nursery franchises and I knew right away Monkey Puzzle was the outstanding option. With five years of experience

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

As demand continues to increase for a quality early years education option, it is fantastic to see we continue to expand our services successfully.

being a franchisee, the logical next step was to open a second nursery. Monkey Puzzle were so supportive – it’s been an amazing journey so far.”

David Hancock, executive chairman of Monkey Puzzle, commented: “I’ve loved seeing the enthusiasm of our new franchisees and the commitment to excellence of our existing franchisees.

As demand continues to increase for a quality early years education option, it is fantastic to see we continue to expand our services successfully. We’re well on our way to achieving our goal of providing exceptional early years education across the UK.” n

www.monkeypuzzle/franchise.com

FOOD FRANCHISE

Subway’s new restaurant design to roll out in 2025 S

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

Branded Fresh Forward 2.0, the initiative will be rolled out globally across its restaurants in 2025.

Since the launch of the initial Fresh Forward design in 2017, over 20,000 restaurants worldwide have remodelled or built new locations to help reset brand perceptions, grow sales, and re-energise franchisees, said Subway.

Mike Kehoe, global chief development officer of Subway, said: “When Subway first launched Fresh Forward, it was more than just a remodel – it was a complete refresh and a competitive necessity for attracting guests and building pride among our restaurant teams.

“Fresh Forward 2.0 is an exciting evolution of the design, ensuring we continue to future proof our business and deliver on our brand promises of experience and convenience for both our guests and franchisees.”

The new design has been tested across all regions said Subway, receiving overwhelmingly positive feedback from guests, franchisees and their team members. In concept testing, guests

“

... the potential to make the greatest impact on our guests and franchisees as it brings our marketing, culinary and digital efforts to the forefront.

reported the new design significantly increases their likelihood to dine in and visit again.

Digital transformation

In addition to improving the overall ambiance of restaurants, Fresh Forward 2.0 supports the acceleration of Subway’s digital transformation. Selfserve kiosks, order ready screens and kitchen display systems are currently being tested that offer customers added convenience whilst streamlining restaurant operations for franchisees.

Kehoe said the new design represented a significant milestone for Subway: “Fresh Forward 2.0 stands out as a design with the potential to make the greatest impact on our guests and franchisees as it brings our marketing, culinary and digital efforts to the forefront.”

Early adopters of Fresh Forward 2.0 showcasing new branding will be the U.S., UK, Germany, France, Saudi Arabia, Panama and Australia. n

www.subwayfranchising.com

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

NEWS

Franchise consultancy acquires its own client Survey Hut’s new franchise model

SURVEY HUT, a North West-based chartered surveyors practice, has launched a franchise model for residential surveyors across the country who are ready to run their own business.

The company has been operating for three years and has created the franchise for other surveyors looking to take the next step in their careers.

Survey Hut says its franchise model offers surveyors a full suite of support from set up, marketing, RICS (Royal Institution of Chartered Surveyors) regulation compliance and the benefit of a recognised brand.

James Raspin (above), founder of Survey Hut, said: “After spending many years working for some of the biggest players in the industry, I created my business in order to create a more positive work-life balance, create my own rules and offer my clients the best service I can. In corporate structures this just isn’t possible.

“Taking that step of starting your own business is daunting, which is why our Survey Hut franchise can support any budding entrepreneur with elements they may not have complete confidence in.

RICS compliance is a big one in our industry – it’s essential. Our franchise will offer all of this support and more.”

Survey Hut explains that its franchise works on a postcode system, offering surveyors regional areas, with territories starting from £15,000. n

www.surveyhut.co.uk/franchise

A

● The franchisee network at Access4Lofts.

s the economy continues to adapt after a long period of economic uncertainty, franchising is set to play a pivotal role in shaping the future of business, reports Steve Felmingham (below), senior franchise consultant at The Franchising Centre (TFC).

For business owners looking to expand, or for those aspiring to go into business for themselves, there’s no doubt franchising has a great deal to offer, and many agree that the UK is on the cusp of a major franchising boom.

This is excellent news for companies like ours. With nearly three decades of experience and expertise in franchise development and recruitment, we have in an unprecedented move, stepped out from behind the scenes and into the spotlight by buying out one of our most successful clients, Access4Lofts.

Growing from a small business run out of a spare bedroom in Plymouth, Devon, into a nationwide success story installing loft ladders, boarding and insulation, Access4Lofts is very much the ‘poster child’ of how much can be achieved when franchising is done right.

Access4Lofts first partnered with us in early 2020, and our strategy and support helped the business grow rapidly into a

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thriving franchise network, which now covers nearly 100 locations.

With an annual network turnover of nearly £15m and growing all the time, and with 72 per cent of UK territories already sold, planning for expansion into Europe and beyond is underway.

When the owners, Tim and Lindsay Brown, and Graham Ormesher, announced in early 2024 that they were considering retirement, they were pleasantly surprised when we expressed an interest in buying the business. After successfully purchasing the franchise in the summer, it marked the start of an exciting new chapter for us – taking on the role of a franchisor.

While this was certainly a bold move, which surprised many in the franchising world, it was anything but a leap into the unknown. Having worked so closely with Access4Lofts at every level of their franchise operations, the in-depth knowledge of the business and its growth potential made this an unmissable opportunity.

It is about so much more than just acquiring a highly profitable business.

It’s about taking the helm of a living breathing example of the power of franchising. How can we be so confident? We helped to build it!

This is not just theory, or a hand-picked example, this is us proving just how much can be achieved through franchising. n

After successfully purchasing the franchise in the summer, it marked the start of an exciting new chapter for us – taking on the role of a franchisor.

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

PAUL’s franchise expansion plans

● Winners of 5-Star Franchisee Satisfaction 2024.

WorkBuzz announce the winners of The Best Franchise Awards 2024

W

orkBuzz has announced the winners of The Best Franchise Awards 2024, sponsored by Lloyds Bank. The awards presentation took place at the British Franchise Association’s annual conference.

The awards are based on confidential feedback from existing franchisees who each complete an online Franchise Satisfaction Benchmark (FSB) survey.

WorkBuzz says its 32-question survey asks franchisees to rate their franchisor on everything from training and support to shared goals, and how the experience of being a franchisee compares with their expectations. Using a consistent methodology, the franchises are assigned an overall FSB score. The highest performing franchisors are awarded 5-Star Franchisee Satisfaction and entered as finalists in The Best Franchise Awards.

Comments

Steven Frost, chief executive and founder of WorkBuzz, said: “Congratulations to the winners and finalists of the Best Franchise Awards.

What makes these awards unique is they draw upon actual feedback from

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The 2024 award winners New Entry The Youth Fairy

Business-to-Business UK Business Mentoring Business-to-Consumer Rise Children’s Services Lingotot Management Chaiiwala

thousands of franchisees, whilst providing valuable insights that benefit franchisors and enhance their network performance. We look forward to continuing recognising excellence in the franchising industry in the years to come.”

Suki Dehal, head of franchising at Lloyds Banking Group, said: “Lloyds Bank are thrilled to continue our support for the WorkBuzz Best Franchise Awards for another year. With changes made to the judging criteria this year, it was great to hear from new brands who haven’t participated in the programme previously and learn about how their businesses have grown.” n

What makes these awards unique is they draw upon actual feedback from thousands of franchisees, whilst providing valuable insights that benefit franchisors and enhance their network performance. We look forward to continuing recognising excellence in the franchising industry in the years to come.

THE French bakery and patisserie brand, PAUL UK, is set to open 10 stores across the South East of England over the next five years with its new franchise partner, Zaf Holdings Ltd., (ZHL).

Established by Arif Jivraj in 2017, ZHL operates food and restaurant brands including over 27 Pizza Hut UK delivery units as well as P F Chang’s in central London. Jivraj has over 35 years of industry experience and has previously operated multiple brands including KFC, Starbucks and Subway.

Julia Powell, chief executive of PAUL, commenting on the partnership, said: “We are delighted to welcome Arif and his team to the PAUL family. His experience and knowledge will ensure the brand’s credentials and quality are maintained as we bring PAUL to a wider customer base as stores are developed across the South East.”

‘The wand to the magic’

Jivraj said that choosing the right brand to partner with is a fundamental pre-requisite for long-term successful growth: “When you combine the quality of an international brand like PAUL, with a franchisor team that is as authentic and passionate about its brand today as it was when it was first founded, you get magic.

“We believe that with our expertise of operational excellence and PAUL’s authentic and timeless brand we can provide the wand to the magic.”

PAUL currently operates 32 stores trading under the Paul and Paul Le Café brand in and around London. n

www.paul-uk.com/franchise

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

BE PART

OF THE FAMILY

CONTACT US TODAY to explore joining one of the UK's leading commercial cleaning management franchises and see if we are the right fit for you.

FULLY SUPPORTED

HUGE MARKET

Sales, marketing, ongoing dedicated BDM support / back office & HR support

Worth £8.8bn

www.nicfranchise.co.uk

COMPREHENSIVE TRAINING In-house training centre

info@nicfranchise.co.uk

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FRANCHISE INDUSTRY SURVEY 2024

The Franchise Industry Survey 2024 results ‘make for gratifying reading’ T

he British Franchise Association (BFA) and NIC Services Group, the survey sponsors, have published the results of the Franchise Industry Survey 2024, which for the first time is housed in the British Franchise Journal.

The results of the survey revealed that the franchise sector contributes £19.1bn to the UK economy (an increase of £1.9bn since 2018), with an average turnover per franchise unit of £400,000.

The survey, the first to be published by the BFA since 2018, is the 32nd to be conducted by the association. The independent survey* saw franchisors and franchisees of the BFA complete an online survey, with further interviews with directors and managers of franchises and franchisees, to give a fully comprehensive result.

Key insights

In 2024, 1,009 franchise systems were operating (an 8% increase since 2018) with 50,421 franchise units, compared to 48,600 units in 2018, resulting in an increase of 4%.

The survey found that 89% of franchised units are profitable and those operating over five years are 60% highly or quite profitable.

Despite the huge impact of Covid-19, 66% of franchisors reported better trading than pre-pandemic levels.

Franchisors surveyed said they were optimistic about the outlook for the

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The results of the survey make for gratifying reading. Since our last survey in 2018, the UK’s economy has weathered some of the toughest of storms and, like many UK businesses, we have seen our fair share of losses.

● Pip Wilkins and John Spencer at the launch of the British Franchise Journal.

future of the sector with 87% expecting improvement in their company’s conditions and 53% expecting better general economic conditions. 65% of franchisors anticipated at least one unit resale in the next 12 months, an increase on 51% in 2018.

Significant growth has been seen in both the personal services and the hotel and catering sectors, which have increased by 53% and 34% respectively since the last survey. Conversely, transport/vehicle services and store retailing have noted declines of 34% and 25%.

Franchisees remain largely happy with 82% satisfied with their franchisors and 60% feeling their franchisor has met their expectations.

On the question of diversity and inclusion, 50% of franchisors recognise the importance of a diverse team.

However, smaller operations may struggle due to limited resources.

Further insights

The UK franchise sector has experienced notable employment growth, increasing from 710,000 jobs in 2018 to 770,000 in 2024.

The survey found that 47% of all franchise systems are now run from a home office. This increasing trend enables franchisors to manage operations remotely while reducing overhead costs.

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FRANCHISE INDUSTRY SURVEY 2024

BFA NEWS

are planning to offer at least one unit as a resale this year, an increase from 51% in 2018.

Wilkins lobbies the Chancellor on NI increase

The number of UK franchised units in London and the South East stands at over 30% which, said the survey, continues a long-standing trend in the region due to population density and economic activity.

UK franchises are increasingly looking to enter international markets, with 41% of franchisors planning to expand beyond the UK. This reflects a significant shift in the sector’s global ambitions compared to previous years.

Franchisee insights

The survey found the average age of a franchisee is now 48, an increase from 44 in 2018. New recruits also saw an aging trend rising to 49 years old.

Younger franchisees, especially those under 30, have declined sharply from 27% (2018) to just 7% (2024). However, while the figure is a marked decline, it should be noted that the 2018 figure was an outlier.

The survey highlighted the growing importance of the amount of franchisee capital that is required by franchisors when recruiting candidates. 71% of franchisee candidates were rejected by franchisors due to lack of capital, an increase from 61% in 2018.

Only 2% of franchisee candidates that apply are successful in the franchise selection process. In general, 90% of applications take under one year from first contact with the franchise to signing the franchise agreement, with a further 3.4 months to start trading.

Franchisee churn rate showed a slight decrease in forced churn at 1.8% and voluntary churn rate rising to 4.4%. This indicated a growing number of

“

As the former chairman of the BFA, I am delighted to be sponsoring the British Franchise Journal. The survey and journal provide a comprehensive overview of the UK franchise sector, and we hope it makes interesting reading for those both in and outside of the sector.

franchisees choosing to exit, for reasons which included; realising their investment, retirement, or personal considerations, found the survey.

Multi-unit franchisees own 35% of all franchise units, a slight decrease from 36% in 2018, suggesting the growth in multi-unit franchising is plateauing.

Comments

John Spencer, chairman of NIC Services Group, a commercial cleaning and support services franchise, said: “As the former chairman of the BFA and with over 25 years’ experience in the franchising sector, I am delighted to be sponsoring the British Franchise Journal.

“The results highlight the fact that franchising continues to thrive, adapting as it does so well in times of economic adversity. The survey and journal provide a comprehensive overview of the UK franchise sector, and we hope it makes interesting reading for those both in and outside of the sector.”

Pip Wilkins, chief executive of the BFA, concurred: “The results of the survey make for gratifying reading. Since our last survey in 2018, the UK’s economy has weathered some of the toughest of storms and, like many UK businesses, we have seen our fair share of losses.

“However, as the survey demonstrates, we are bouncing back, with 66% of franchisors reporting better trading than pre-pandemic and 87% of franchisors are actively expecting an improvement in their company’s conditions.

“I would like to thank John and NIC Services Group for their generous sponsorship of the survey and journal and their ongoing support of the sector.” n * BVA BDRC, who conducted the survey, stated that the focus was on active franchise systems that were understood to be trading fully and operating at least one franchised (rather than company-owned) unit.

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● The British Franchise Journal is available from the BFA website: (£99 plus VAT).

PIP WILKINS has written to the Chancellor of the Exchequer, Rachel Reeves, to express her ‘grave concern’ following the recent budget.

Wilkins said the increase in the National Insurance (NI) rate for employers would unfairly impact small to medium enterprises (SMEs), stifling entrepreneurship, recruitment, retention and appetite for training and investment.

Wilkins urged the chancellor to consider measures to alleviate the strain on franchising businesses, including relief programmes targeted at SMEs. For example, exemptions or partial rebates on employer NI contributions for businesses below a certain revenue threshold, or tiered contribution rates based on business size and revenue.

Ken Deary (left), founder and chairman of Right at Home UK, with over 80 franchisees and a network turnover of £80m, comments: “The rate rise and more specifically the size of the threshold movement, is effectively a significant tax on jobs, that is already stalling recruitment and putting workers’ jobs at risk, whilst reducing pay increases and bonuses in virtually all companies.

“For most SMEs, who are the lifeblood of the economy, particularly those who employ large numbers of staff, this will wipe out virtually all their profits and make many unviable going forward, which then significantly reduces Corporation Tax payable to the Government, defeating the whole object of the NI rise.”

Wilkins concluded: “As an industry we employ 770,000 people. As franchising’s representative body in the UK we are committed to doing everything we can to lobby the government to support franchise businesses.” n

HOME CARE FRANCHISE

Bluebird Care’s rebranding and new services underpin ‘It’s good to be home’ B

luebird Care has introduced a rebrand to underpin the company’s new strapline “It’s good to be home”.

The home care provider says its new premium look is accompanied by several new services as the network continues to grow into its 21st year.

The company’s refreshed identity includes a new logo, redesigned website, updated uniforms and car wraps, which it says reaffirms Bluebird Care’s premium offering and its dedication to enhancing the care experience for the people it supports.

New services on offer include dedicated complex care and live-in care and the introduction of complementary health and wellbeing checks for the client; and later this year it plans to introduce children’s services.

Bluebird Care says that with the additional services it is fully equipped to offer people and families across the UK high-quality support throughout their entire care journey: from a few hours of companionship right through to end of life care.

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The company explained that a new employee value proposition and training programme, Bluebird Care Professionals, will support customers with vital healthcare tasks that are more typically ascribed to health professionals. With Bluebird Care Assist, a new health and wellbeing check service, it will carry out essential health monitoring such as oxygen saturation levels and blood pressure checks.

Meanwhile, using its bespoke training from Alzheimer’s Society, Bluebird Care said its team members will be more equipped than ever to spot early signs of dementia and organise specialist support that can prevent distressing and costly hospital admissions.

Jonathan Gardner, chief executive of Bluebird Care, said: “This is an incredibly exciting time for us. 2024 has seen us go from strength to strength as a business and I am so proud of every single team member across our network whose hard work and passion has helped us to reach this point.

“Our brand launch is setting the stage for

2024 has seen us go from strength to strength and I am so proud of every single team member across our network whose hard work and passion has helped us to reach this point.

what will be another transformative year for our organisation. The expansion of our service lines, our renewed focus on technology and innovation, and our continuous commitment to excellence, will shape us into a leading provider of home care that is fit for the future.”

Franchisee’s comment

Rebecca Zartarian, Bluebird Care Cheshire West and Flintshire, and Trafford, added: “Being a franchise partner at the moment is really exciting and I’m immensely proud of our brand and what we stand for. We’re part of a fresh, dynamic network and there’s so much more to come. The future looks bright.”

Bluebird Care adds that it has achieved over 10 per cent growth across the franchise network in the past year and sees its refreshed identity and expanded service offering being strong foundations for delivering exceptional quality care. n

www.bluebirdcarefranchise.co.uk

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FOOD FRANCHISE

Boss Pizza announces plans for 10 new UK locations B

oss Pizza has announced plans to open 10 new sites across England and Scotland by the end of 2025.

The franchisor has confirmed the new locations for stores in Hemel Hempstead, Huddersfield, London (Shepherds Bush), Luton, Oldham and Wolverhampton in England; and Aberdeen, Coatbridge, Cumbernauld and Glasgow in Scotland.

Boss Pizza says its independent pizza chain was established to meet the growing demand for fresh dough pizzas, and its offerings are distinguishable by being up to 40 per cent bigger and 50 per cent more affordable than those of competing pizza outlets.

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This is a very exciting time for Boss Pizza. The demand for the brand has exceeded our expectations and we are delighted to be expanding across the UK.

The brand adds that it has also built a reputation for using quality ingredients, creating innovative flavours, and delivering exceptional customer service.

Ajmal Mushtaq (right), chief executive of Boss Pizza, said: “This is a very exciting time for Boss Pizza. The demand for the brand has exceeded our expectations and we are delighted to be expanding across the UK.”

Ross Findlay, operations manager of Boss Pizza, commented: “We have invested heavily in our new head office in Hamilton, Scotland, a bigger support team and our distribution capabilities.

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This will really help accelerate UK growth and provide franchisees with the best possible support service.” n

www.bosspizzafranchise.co.uk

FRANCHISE FUNDING

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After completing the challenging, but rewarding, McDonald’s franchise training programme, I can finally say I’ve taken the leap from pharmacy to finance, to fries, and I’m loving it!

McDonald’s youngest franchisee in England with aid of HSBC UK funding C

hirag Pandya (above), a 30-yearold entrepreneur, has become England’s youngest McDonald’s franchisee thanks to a six-figure funding package from HSBC UK.

Pandya, who owns CJP Group Operations (CJP), will operate the McDonald’s restaurant in Nottingham on Castle Bridge Road, having completed its franchise training programme earlier this year.

The funding package has assisted Pandya to purchase the 450 sq. metre site which serves an average of 1,600 customers per day. The restaurant has two floors with a seating capacity of 150 and features a ‘drive thru’ and a 40-space car park.

As the business grows, Pandya plans to

take on up to 50 new staff members, adding to the 120 existing staff and expand its apprenticeship programme that supports young people in the local community. In the coming years, the business also intends to fund a modernised refurbishment.

It is somewhat of a career change for Pandya, who professionally trained as a pharmacist before leaving for a career in the City of London as a strategy consultant for PwC. He was then headhunted at the age of 27 to become a director of the NHS in the UK.

‘I’m loving it!’

Pandya said: “While I trained as a pharmacist, I knew I always wanted to own my own business. I spoke about my ambitions with HSBC UK franchise director Marc Talbot almost two years

ago, and now this deal has made my dream a reality.

“After completing the challenging, but rewarding, McDonald’s franchise training programme, I can finally say I’ve taken the leap from pharmacy to finance, to fries, and I’m loving it!”

Judy Jenner, relationship manager at HSBC UK, added: “It is wonderful to support CJP to acquire this site. Its plan to increase apprenticeships and create more jobs in the area presents a brilliant opportunity for both the business and the community it now serves.”

HSBC UK has an exclusive team of franchise specialists who support new franchisees with finance packages and help business owners successfully grow their existing franchises. n

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ADVICE FOR FRANCHISEES

● Greensleeves Lawn Care is one of the oldest and largest

lawn treatment providers nationwide.

Why age is not a barrier when it comes to investing in a franchise opportunity

By Cheryl Harper, Managing Director, Greensleeves Lawn Care

I

f you are thinking about a career change later in life, you are in good company. More people are embracing new paths at every age, proving that a shift in work can be energising, fulfilling and – especially in franchising – well supported. Franchising offers a fantastic opportunity for those ready to bring their life skills into something new, regardless of age.

There is a common misconception that franchising is best suited to young go-getters. While those starting out earlier in life between 20 and 40 certainly benefit from building long-term business careers, the truth is that franchising is equally rewarding – and achievable – for people looking to start a business later in life. Here, I discuss why age is not a barrier.

Starting a franchise later in life brings the added advantage of experience – skills honed over years of diverse work and life situations. Many who start later find that they can lean into a franchise with a strong foundation of expertise,

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whether in customer relations, problem solving or time management, which can greatly accelerate their success.

The Franchise Industry Survey

In fact, franchising has become increasingly popular among those approaching or even beyond midlife.

According to the British Franchise Association’s Franchise Industry Survey 2024, the average age of a franchisee has risen from 44 in 2018 to 48 in 2024.

This shift is a testament to the appeal of franchising for those looking to start something fresh, supported by a structured model and with the opportunity to build a lasting business.

One of the biggest appeals of franchising is its plug-and-play setup, a ready-made framework that can be particularly attractive to those stepping into a new chapter later in life. For anyone with a long career behind them, the idea of starting from scratch can feel daunting – figuring out branding, creating systems and developing best practices from the ground up requires time and resources.

One of the biggest appeals of franchising is its plug-andplay setup, a ready-made framework that can be particularly attractive to those stepping into a new chapter later in life.

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Franchising removes those hurdles, offering a complete package: established branding, a proven business model and built-in best practices that allow franchisees to hit the ground running.

This supportive foundation lets new franchisees focus on what truly matters – building customer relationships, growing the business and achieving personal goals – rather than getting bogged down with startup logistics.

It is also a fantastic option for those seeking a fresh start without the intention of retiring anytime soon. Many franchisees see their venture as a longterm investment, perfect for those nearing or in semi-retirement. In fact, some people even come out of retirement to start a franchise after realising they miss the structure and purpose that daily work provides.

With a franchise, entrepreneurs of any age can view their business as an asset to build – one they can eventually pass down to family members or sell as an established enterprise.

And, for those interested in entering a new field they have always had an eye on but perhaps not the experience, franchising opens doors. It provides the

NEWS support and training needed to explore a passion without needing an extensive background in the industry.

A case in point

This is exactly how Kevin Lynagh (below) found his way into the Greensleeves network. At 56, after a life filled with diverse experiences – from military service to teaching abroad – Kevin’s journey into franchising serves as a true testament to what can be achieved at any stage in life. As he puts it: “Everything I’ve achieved in my life, I’ve achieved later in life.”

When Kevin returned to Scotland from Saudi Arabia, where he had spent years teaching, he was ready for something new. A chance encounter with a local franchisee sparked his interest in lawn care, a passion he had developed overseas. “The more I learned, the more intrigued I became. I started helping him out, asking questions about the model.

Before I knew it, I was hooked.”

Kevin’s story highlights how franchising can offer a unique balance for those reentering the workforce. “Deep down, I wanted to work for myself. I didn’t want to just slip into a role where I was just a number. Working outside, being my own boss, having a network I can call on – it just made sense. This is me until I retire now. I don’t see myself stopping anytime soon.”

For many franchisees like Kevin, the decision to invest in a franchise is not just about income but one that often becomes a deeply fulfilling second career. Unlike roles that can leave you counting the days until retirement, franchising offers a sense of purpose and continuity that is perfect for those who are not ready to slow down.

With support, flexibility and a proven model, it is a path with no expiration date on opportunity – an empowering option for those seeking a change and ready to bring their life’s learning to a new venture. n

www.greensleeves/franchise.co.uk

Three year aim to double network at YouMeSushi

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ouMeSushi has opened its doors to new franchisees which confirms its ambitious plans for expansion, aiming to double the size of its network within three years.

The fresh handmade sushi brand was founded in 2008 and currently has 26 restaurants in the UK. The company said it has recently appointed Krishma Vaghela, a food and beverage franchise consultant to help drive its expansion.

Vaghela said: “YouMeSushi is an exciting business with a fresh and innovative approach within the fast casual food sector. We now have big plans to propel the brand to the next level and welcome applications from potential single and multi-unit franchisees to feed demand as we continue to grow

“YouMeSushi has fast attracted and welcomed well experienced food and beverage franchise operators, a few of whom have already expanded into multi-site operations. These early franchisees very quickly identified the potential for YouMeSushi’s mission to corner the quick service sushi market.”

Tim Circus, head of franchise at YouMeSushi, explains: “YouMeSushi re-defines the fast casual experience, combining the freshest ingredients with a warm welcome to create our unique approach to eating well with our handmade Japanese cuisine.

“We also offer grab and go. With our sushi boxes, appetisers, speciality rolls, sashimi, nigiri, temaki, plus our delicious hot dishes, poke bowls and

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YouMeSushi has fast attracted and welcomed well experienced food and beverage franchise operators.

vegan selection, there is a tempting treat for everyone to enjoy.

“We have recently signed a new franchisee and we will be opening more locations soon. For new applicants, we are now able to offer exciting opportunities to join our growing network throughout the UK, so they can develop their own profitable business through our established and proven model.

“We offer comprehensive training and support so franchisees can capitalise on the company’s established market position and successful growth.”

‘Quicker return on investment’

The franchisor said its first franchisee Moutasim Syed, an experienced quick service restaurant operator, joined the network in 2021.

Commenting on the franchise, Syed said: “From a business perspective, I have found that the return on investment has been far quicker for YouMeSushi than other brands I’ve worked with. In addition, the initial investment is lower and we don’t need large numbers of staff to manage the stores.

“The head office team are also great to work with. Lines of communication are excellent and if we need any assistance, nothing is too much trouble.” n

www.youmesushi.com/franchising

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NEWS

Water Babies swim school acquired by U.S. investors

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ater Babies, the swim school franchise that teaches over 80,000 babies and toddlers each year, has been acquired by U.S. investors Elmsley Capital (Elmsley) and Westerly Group (Westerly). The change of ownership provides a springboard for Devon-based Water Babies Group to build on its success in the UK and existing international markets.

Elmsley and Westerly have a history of partnering together to support and grow established brands within the youth enrichment space, and Water Babies will leverage their collective experience in positioning the business for further international expansion within the U.S. market.

After 22 years, Water Babies founder Paul Thompson will remain involved in the business as a non-executive board director.

Since its inception, Water Babies says it has grown into the world’s largest baby swim school with a network of over 70 family run franchises with around 600 teachers, operating across the UK, Canada, China, Germany, Ireland, the Netherlands, and the U.S.

Following Water Babies acquisition of a U.S. swim school in Seattle, the brand says it is clear there is a significant opportunity to expand the brand into the U.S. This follows updated 2019 guidance from the American Academy of Pediatrics recommending that formal swim lessons can start as early as age one.

Research shows early lessons can significantly reduce the risk of

● From left: Ross Brendel, Paul Thompson, Howard Harrison and Brian Burke.

drowning, the leading cause of accidental death in children aged one to four. Water Babies adds that the U.S. swim market is valued at around $3.5bn – nearly 10 times the size of the UK.

‘Identify a strategic investor’

Howard Harrison, group chief executive of Water Babies, said: “Bringing new ownership into Water Babies has been part of our strategy for a long time.

When we started this process we were keen to identify a strategic investor that could help us drive international growth and provide the support to take it to the next level.

“We have spent a long time with Westerly and Elmsley, visiting their early education portfolio business in the U.S. and understanding how they operate to ensure it is a great addition to our way of working. With their support Water Babies can now look forward to a new exciting chapter.”

Ross Brendel, managing partner of Westerly, and Brian Burke, managing partner of Elmsley, said they are

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passionate about the child enrichment space as parents of children in Water Babies’ core demographic. They will both serve on the company’s board of directors.

Brendel commented: “The immense focus on all stakeholders – children, parents, team members, and franchise owners – is what has allowed Water Babies to become a household name in swimming education. We are honoured to be a part of continuing that legacy in the UK, while bringing Water Babies exceptional offering to more families throughout the world.”

Thompson concluded: “There are many mixed emotions when selling the business you founded, but the overriding feeling is one of great excitement for the next chapter of Water Babies.

“It’s now time for the next generation to shine with the excellent support of Ross and Brian. We could not have found better custodians.” n

www.waterbabies.co.uk/franchise

KITCHEN RENOVATION FRANCHISE

Kitchen Makeovers achieves best six months on record K

itchen Makeovers, the growing kitchen renovation brand, reports it is celebrating its best six months in business and the achievement of gaining over 1,000 customer reviews.

Will Frankling, co-founder of Kitchen Makeovers along with Matt Oakley, says that Jon Head (right), the new franchise development manager has been instrumental in the success of the brand in recent months.

Frankling said: “It’s empowering to see how all our recent efforts to improve the business have been proven successful.

It’s been a significantly successful year, almost doubling the size of our franchise network. Our overarching goal in 2025 is to reach the milestone number of 50 franchisees across the UK.”

Head, who has worked in the home renovations industry for over 30 years, commented: “Working with Kitchen Makeovers has been a real career highlight to date. My role is varied but I take such personal satisfaction in

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It’s empowering to see how all our recent efforts to improve the business have been proven successful. It’s been a significantly successful year, almost doubling the size of our franchise network.

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I take personal satisfaction in supporting franchisees in the daily operations of their franchise. As a brand, we’ve invested significantly in putting the right support structure in place for our network.

supporting franchisees in the daily operations of their franchise. As a brand, we’ve invested significantly in putting the right support structure in place for our network.”

Since starting in the new role, Head and the Kitchen Makeovers head office team have improved training by extending franchisee’s initial training to an in-depth five-day course. The company adds that Head has even supported suppliers by connecting them

with franchisees, facilitating on-site training – for both new and more established franchisees.

Franking added: ‘I’m thrilled to welcome Jon to our team – he’s built such a fantastic rapport with the network already and was a key spokesperson at our recent network conference. We can’t wait to see what he will go on to achieve as we look to 2025 and beyond.” n

www.kitchenmakeovers.co.uk

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ADVISORY ARTICLE

Starting a new business – what you DON’T have to do as a franchisee

By Andy Knights, Chief Executive Officer, Stagecoach Performing Arts

I

t goes without saying but starting a new business venture is exciting – a fresh start as you embark on a new chapter and, all being well, the road to financial freedom. But don’t forget that, whether you’re attempting to go it alone or you’re investing in a franchise, it can also be a daunting and overwhelming time.

However, when you invest in a franchise, many of these typical challenges are significantly reduced or even eliminated. A franchise allows you to start a business with an already proven concept, giving you a head start in areas that would otherwise require time, effort, and significant capital to develop on your own.

Here I share some of the major aspects of business ownership that you don’t have to worry about when launching a franchise – especially one operating in the children’s services sector.

You DON’T have to start from scratch

One of the most challenging aspects of starting a business is building a brand that resonates with customers. Branding involves creating an identity, establishing credibility, and fostering trust with consumers. This process can take years and requires a substantial investment in marketing and reputation management.

has been a household name for more than 30 years, which really increases trust and credibility for the customers of our franchisees, eliminating the need for them to build brand awareness from the ground up.

When you invest in a franchise with a credible and established brand, you can focus on delivering quality service and upholding the standards that the brand is known for.

You DON’T have to develop a business model

Creating a business model is another time-consuming and often risky part of launching a startup. Business owners need to identify a target market, create product offerings, determine pricing strategies and develop operational procedures. This process can involve a lot of trial and error, especially if you’re entering a competitive market.

In contrast, a franchise provides a triedand-tested business model that has already been proven to work.

Franchisors have spent years fine-tuning their processes and have likely made all the mistakes that come with running a

When you buy into a franchise, you’re investing in an already established brand with a track record of success. The franchisor has spent years, if not decades, developing a name that customers recognise and trust.

In the case of Stagecoach, our brand

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new business, so you don’t have to.

The franchise business model includes everything from operations manuals to customer service guidelines, giving you a clear roadmap to follow. You’ll know exactly how to run your business from day one, saving you from the uncertainty and complexity of developing your own systems.

You DON’T have to create a service or product

Service or product development is another area where new business owners often struggle. Developing a product or service that meets market demand requires significant research and development. Even after launching a service or product, businesses must refine it based on customer feedback, and this can be a costly and timeconsuming process.

As a franchisee, you don’t need to worry about creating or perfecting a product.

The franchisor has already done this work for you. The product or service offerings are already tested and proven, giving you confidence that customers will be interested in what you’re selling.

All you need to do is follow the

NEWS established guidelines and standards for product delivery. This reduces risk and allows you to focus on other aspects of your business, such as sales and customer experience.

You DON’T have to do, all of, your marketing

Marketing is essential for the success of any business, but creating effective marketing strategies requires expertise and resources. From branding campaigns to local promotions, marketing can be a full-time job, and mistakes in marketing can be expensive and hard to recover from.

When you buy a franchise, the franchisor typically handles much of the marketing for you. Large franchises often run national or regional advertising campaigns that benefit all franchisees.

These campaigns can include anything from video campaigns, social media advertising and, in some cases, PR activity too – something we support our franchisees with at Stagecoach. You may still need to handle local marketing and some PR activity, but you’ll have the advantage of leveraging the brand’s established identity and marketing materials.

Additionally, franchisees usually contribute to a national marketing fund that helps to maintain the brand’s overall presence. This means you’re benefiting from professional marketing efforts without having to bear the full cost or spend the time to develop these strategies on your own.

You DON’T have to navigate legal and compliance issues alone

Running a business involves navigating a complex web of legal requirements, from licensing and permits to employment laws and intellectual property protections. As a children’s performing arts franchise, our brand also has additional considerations like child safeguarding and location insurance. For new business owners, staying compliant can be a daunting task, and mistakes can result in fines or legal action.

Franchisors often handle much of the legal and regulatory compliance for you.

For example, they may assist with securing the necessary licences or

Chopstix Group’s ‘springboard’ for overseas growth permits to operate the business, provide guidance on employment law, and protect intellectual property like trademarks and logos. While you’re still responsible for running your business according to the law, the franchisor’s guidance can help you avoid costly legal mistakes.

In terms of how we support our franchisees, we ensure all legal complexities are clearly explained, and we even have in-house support staff that solely handles the safeguarding of children, so our franchisees have someone they can contact directly about this. This ensures they can get on with the essential part of the role they feel most invested in – instilling ‘Creative Courage for Life’ in the children they support.

In conclusion

While owning a franchise still requires hard work and dedication, it eliminates many of the uncertainties and challenges that come with starting a business from scratch.

By leveraging the franchisor’s established brand, proven business model, and extensive support, franchisees can focus on growing their business rather than getting bogged down in areas like product development, marketing, and legal compliance. This makes franchising an attractive option for entrepreneurs looking to reduce risk and accelerate their path to success. n

www.stagecoachfranchise.com

CHOPSTIX GROUP reports it has taken a landmark step in its long-term expansion plans by opening its first site in continental Europe, at the Bucharest Henri Coanda International Airport, Romania (above).

The Pan-Asian inspired quick service restaurant (QSR) group said the airport, the busiest in the country, serviced over fourteen million travellers last year.

Operating under the Chozen Noodle brand, the site located in the Departure Terminal of the airport will be managed by an experienced airport service provider Dnata.

Chopstix Group sees the launch of its first site outside the UK and Ireland demonstrating the strong potential of the group to expand into new markets.

Jon Lake, managing director of Chopstix Group, commented: “This is a truly landmark moment for the business. We have worked hard to develop our supply chain in continental Europe, and we are now in a very strong position to explore opportunities in new markets.

“Our hope is that the launch of the site can act as a springboard for further growth across Europe and beyond for the Chopstix Group.”

The Chopstix Group comprises Chopstix, Yangtze and Chozen Noodle.

The group says its three brands operate over 150 QSR sites across the UK, Ireland and now continental Europe through a mix of company-owned locations and franchise sites. n

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

NEWS

● Stuart Harley tutoring a ComputerXplorers’ student.

XplorerGroup’s acquisition of the Kall Kwik brand M

ulti-brand franchise operator, XplorerGroup, has acquired the business design and print brand, Kall Kwik, from The Bardon Group.

Kall Kwik joins the XplorerGroup’s growing portfolio of brands including ComputerXplorers (children’s computing education), ActiveXplorers (children’s multi-sports coaching) and Discover My Franchise (next-generation lead management system).

Stuart Harley, chief executive of XplorerGroup, commented: “Kall Kwik is an established brand in the world of print and digital and has already proved itself adept at responding to changing community and business requirements by expanding its offering from printing services to a one-stop design, print and online solution for businesses.

“We believe Kall Kwik has an exciting future at XplorerGroup, where we can use our knowledge of technology and digital combined with our franchising experience to continue the brand’s success and really bring to fruition its huge potential in the digital space.”

‘A brand to be proud of’

Nigel Toplis (right), managing director of The Bardon Group and non-executive chairman of Kall Kwik, said: “Kall Kwik is an iconic brand with 45 years of history, success and numerous awards. It is a brand to be proud of.

“

We are just custodians of great brands. To ensure we develop and grow, we need to continually infuse the system with new ideas, younger blood and a contemporary mentality.

“I have always said that we are just custodians of great brands. To ensure we develop and grow, we need to continually infuse the system with new ideas, younger blood and a contemporary mentality.

“XplorerGroup’s acquisition of Kall Kwik will bring all these and will open new and exciting opportunities for our centre owners and for new owners to be recruited.

“I have been with Kall Kwik for some 30 years and I look forward to staying on as non-executive chairman for the next five years.”

XplorerGroup, founded in 2023, says its mission is to empower and support entrepreneurs through innovative and exciting franchise opportunities across a range of sectors. n

www.xplorergroup.org

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

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

PARIS BAGUETTE NEIGHBOURHOOD BAKERY & CAFÉ

No.1

Bakery Franchise

By Entrepreneur Magazine’s 2023 Franchise 500

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

info@parisbaguette.uk

parisbaguetteuk

FOOD FRANCHISE

Paris Baguette: A new era in the UK’s bakery café culture s the winter season unfolds, the UK’s bakery scene is warming up to a new, delicious addition: Paris Baguette. Since making its UK debut in October 2022, this premium bakery café has swiftly captured the hearts of locals with its exceptional range of freshly baked goods and the promise of even greater things to come.

A taste of Paris, with a British twist Paris Baguette, a brand with a global footprint spanning 11 countries and over 4,000 stores, has established itself as a beacon of quality and innovation in the bakery café sector. Known for its exquisite cakes, pastries, sandwiches, salads, and coffee, Paris Baguette’s mission is simple yet profound: to craft each product with genuine warmth and care, transforming every visit into a memorable experience.

“

At the core of Paris Baguette’s UK vision is a commitment to becoming the heart of every community it serves. This vision isn’t just about selling products; it’s about creating a local haven where superior quality meets outstanding hospitality.

moments is what sets Paris Baguette apart in a crowded marketplace.

In every Paris Baguette location customers find more than just a café – they discover a place where every cake, pastry, and cup of coffee is a masterpiece of flavour and craftsmanship.

The café’s warm, inviting atmosphere is complemented by a family culture of creativity and a relentless passion for quality and service. Every item on the menu is designed to surprise and delight, from the artfully decorated cakes to the expertly brewed coffee. This dedication to excellence not only inspires customer loyalty but also brings a little bit of joy to everyday life.

Creating unforgettable moments

Store growth across the Capital

Paris Baguette’s approach to the UK market is deeply rooted in the belief that hospitality is as crucial as the food itself.

The brand strives to ensure that every guest feels genuinely welcomed and cared for, like a cherished friend. This emphasis on creating unforgettable

The launch of Paris Baguette’s first UK store in Battersea Power Station marked the beginning of an exciting journey.

With further sites already established in Canary Wharf and on Kensington High Street, the brand’s presence is set to grow significantly with upcoming franchise openings in Notting Hill and Clapham Junction. These new stores will further embed Paris Baguette into the fabric of the UK’s bustling urban communities.

The café’s warm, inviting atmosphere is complemented by a family culture of creativity and a relentless passion for quality and service.

Every item on the menu is designed to surprise and delight, from the artfully decorated cakes to the expertly brewed coffee.

Looking ahead, Paris Baguette’s ambitions for the UK are as grand as the brand’s delectable creations. By 2030, the company aims to have 100 stores across the country, with plans to double that number to 200 by 2036. This expansion is not just about increasing the brand’s footprint; it’s about ➥

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

Advertorial

A

FOOD FRANCHISE

NEWS

● Frank Milner, (third from left), accepts the accolade at the award’s ceremony.

Tutor Doctor dedicates Trailblazer award to a founding UK franchisee

bringing the Paris Baguette experience to more communities, enriching daily life, and fostering a culture of warmth and hospitality.

A community-centric future

T

Paris Baguette’s commitment to the UK extends beyond its products and customer service. The brand is dedicated to giving back to the communities it serves, with plans to engage in initiatives that support local causes and enrich the lives of residents. This approach aligns perfectly with the brand’s vision of success – not just in terms of growth and profitability, but also in making a positive impact on society.

utor Doctor, the home tutoring network, which was crowned Franchisor Trailblazer in the BFA HSBC UK British Franchise Awards 2024, have dedicated the award to Joanna Butler.

The franchisor said Joanna was ‘an original trailblazer’ herself, becoming one of its founding UK franchisees.

Sadly she passed away earlier this year, leaving behind her two sons and husband, Mark, who continues to run their award-winning Tutor Doctor franchise in Reading.

Paris Baguette is a place where the aroma of freshly baked bread and pastries invites you in, and where every visit feels like coming home. It’s more than just a bakery café; it’s a community hub, a place where unforgettable moments are crafted daily, and where the future is as bright and inviting as a freshly baked croissant.

In a world that often feels fast-paced and impersonal, Paris Baguette offers a welcome respite – a place where quality, creativity, and hospitality come together to create something truly special. As the brand continues to grow across the UK, one thing is clear: Paris Baguette is here to stay, and it’s bringing a little bit of Parisian magic to our everyday lives. n

www.parisbaguette.uk

Schools Delivery Programme

Tutor Doctor explains that the win is particularly significant for the brand, as it affirms the quality and impact of its Schools Delivery Programme, which has resulted in exponential growth for its franchisees who deliver the programme through schools and local authorities.

“

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

The students we are able to reach through the Schools Delivery Programme would likely fall through the cracks in the education system if not for our franchisees.

Frank Milner, president of Tutor Doctor, said: “Being recognised for our work in schools is gratifying for so many reasons, not least because the students we are able to reach through this pathway would likely fall through the cracks in the education system if not for our franchisees. This really is a win-win for all parties and we’re delighted to have received this most prestigious of awards.”

Tutor Doctor says it’s the fastestgrowing global in-home tutoring franchise, which oversees a team of tutors that work closely with families to identify students’ needs for a personalised learning experience. Tutors can visit students at their homes and engage with them one-to-one through online platforms.

Tutor Doctor adds that through its Schools Delivery Programme, it supports the most hard-to-reach children in out-of-home locations, supporting an additional 5,900 students in over 570 schools across the country. n

www.tutordoctorfranchise.com/uk

Chicking grants master franchise for Scotland for its halal QSR brand C

hicking, a global quick service restaurant (QSR) brand founded in Dubai, has granted a master franchise for Scotland to FoodFixx. The agreement comes as part of Chicking’s expansion in the UK, following the opening of several locations in England.

Asaad Tariq, director of FoodFixx, says it has identified a major gap in the Scottish food market for a brand specialising in high-quality, fully halal chicken that Chicking offers.

FoodFixx’s primary focus is to grow the brand in Scotland, opening 30 outlets over the next three years, before considering expanding into England.

The company said it is actively looking to secure three locations as soon as possible.

Hamilton-based FoodFixx adds that in addition to this expansion, it is also seeking potential franchise partners in Scotland. The company says with its extensive experience in property management, it is well-prepared to setup and support new franchise partners.

Tariq commenting on the agreement, said: “We’re thrilled to be bringing

“

GoCruise & Travel now offers high street locations

GOCRUISE & TRAVEL are expanding its franchise model to give entrepreneurs the choice to open a travel agency on the high street, rather than operating it’s home-based opportunity.

The travel brand says it works with all the ‘big names’ in the travel industry so franchisees have access to the top deals and product offering; and with its marketing support and ongoing expertise, franchisees can grow their business, while offering bespoke memorable holiday experiences that are fully ABTA and ATOL protected.

Chicking to the UK, and we couldn’t think of a better place to start than Scotland. The people of Scotland are known for their love of food, and Chicking is ready to cement our place in an already very diverse food scene.

“We aim to not only satisfy cravings but also create a vibrant dining experience and foster a welcoming atmosphere.”

Chicking currently has over 400 restaurants across 30 countries and says its success is largely due to the quality of their chicken and special 12-hour marination process. Its menu offers customers a variety of options, including original, spicy, and grilled chicken. n

We’re thrilled to be bringing Chicking to the UK, and we couldn’t think of a better place to start than Scotland.

We aim to not only satisfy cravings but also create a vibrant dining experience and foster a welcoming atmosphere.

What’s included in the package

GoCruise & Travel explains that it finds the perfect location for the high street store, which will be designed and fully fitted out with all the necessary technology and equipment needed to run a travel agency business. Full training will be provided at its training academy on how to become a holiday and cruise specialist, deliver its exceptional service and build a loyal customer base.

To help new franchisees following the launch and ‘grand opening’, Go Cruise & Travel offers franchisees a threemonth shop rent payment and fee contribution, sales and ongoing local marketing and business development support. The franchisor says it does not set sales targets meaning that franchisees can set their own business goals and enjoy flexible working hours. n

T. 07880 290993 colin@gocruiseandtravel.co.uk

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

TheBritish&International FranchiseExhibition

BOOK FREE TICKETS!

31 January & 1 February 2025 | Olympia London

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

R

*Correct at time of press

Book FREE tickets at FranchiseTickets.co.uk

FRANCHISE EXHIBITION

Transform your future at The British & International Franchise Exhibition A

recent survey by the British Franchise Association (BFA) has highlighted franchising as a major driver of the UK economy, contributing a staggering £19.1bn annually.

For anyone looking to tap into the potential of franchising, The British & International Franchise Exhibition is the ideal starting point. This industryleading event opens the door to a proven and lucrative business model, offering an unrivalled opportunity to run your own business with ongoing training and support from an established brand.

Running for over 30 years, The Franchise Exhibitions bring together a wide range of industry-leading brands, spanning sectors from food and beverage to care, education to fitness. Attendees will have the chance to network and explore opportunities with well-known franchises such as, Anytime Fitness,

● Attendees will have the chance to network and explore opportunities with well-known franchises. .

Kokoro, Puccino’s, Visiting Angels, Vodafone Business IT Hubs, VPZ, plus many more!

Taking place at Olympia London on 31st January and 1st February 2025, the exhibition will house everything a prospective business owner needs to kick-start their entrepreneurial journey.

Attendees can explore a diverse selection of franchise opportunities, gain insights from industry leaders, and receive expert advice – all under one roof.

Starting your research into the franchise industry can feel overwhelming, with so many options and factors to consider.

London’s premier franchise event offers a comprehensive, one-stop resource for

anyone looking to explore franchise opportunities.

A myriad of advice

There’s so much more to this unique event, offering you free advice and guidance in the comprehensive seminar programme. Wherever you are on your franchise journey, from learning how the model works to actively researching your investment options, the packed schedule of more than 50 free talks has something to offer everyone.

Visitors will gain an in-depth understanding of the business model, learn more about the latest industry trends and get practical tips on everything it takes to become a franchise owner. ➥ www.franchiseworld.co.uk | Winter, 2024 33

Advertorial

With over 50,000 franchise units across the country and an average turnover of £400,000 per unit, the franchise model continues to prove its resilience and appeal. Even more impressive, 89 per cent of franchised units report profitability, showcasing the sector’s remarkable strength and success in today’s challenging economic climate.

FRANCHISE EXHIBITION

● Steph McGovern, keynote speaker at The National Franchise Exhibition 2024.

The unparalleled line-up includes representatives from many established brands, franchise experts and successful franchisees, alongside a series of educational seminars from the BFA who exclusively support the event. Seminar titles include ‘How to Franchise Your Business’ and ‘An Introduction to Franchising’ – perfect openings for both potential franchisees and franchisors.

Attendees will also gain valuable insights from industry-leading experts in the Real Franchise Stories panel sessions, where they can benefit from these first-hand accounts from successful franchisees who have experienced it all.

Franchise owners from multiple successful brands will share the secrets of their success in these Q&A sessions, such as why they chose to invest, what they have learnt along the way and what they might do differently next time.

Recognisable franchise brands such as Chaiiwala and Garolla will feature in these sessions to name but a few.

The two-day exhibition will showcase a wide variety of franchise opportunities and investment levels starting from less than £10,000 in the Low-Cost Franchise Showcase. This area will feature brands with lower investment levels – the ideal starting place for budding entrepreneurs who have always wanted to be their own boss but have limited upfront investment capital available.

In addition to franchise opportunities, the event will offer valuable resources for business owners considering franchising as a growth strategy. The Growing Your Own Business area is specifically designed for established businesses with a view to becoming franchisors. Attendees can gain expert insights into whether franchising could

be the right option for their business, helping them decide whether to take their brand to the next level.

A standout feature of the exhibition is the free, one-to-one advice from a crosssection of industry experts. These sessions are all designed to help future franchisees take the next steps on their entrepreneurial journey. BFA finance providers, specialist lawyers and consultants will all be on hand to offer complimentary face-to-face advice throughout the event to help you make an informed decision about your future in franchising.

One highly exclusive area of the exhibition, for existing franchisees with ambitions to expand their portfolio, is the Multi-unit Franchise Conference.

This is an incredible opportunity to hear from established franchisees, industry leaders and representatives from leading brands as they discuss the do and don’ts of creating a multi-unit portfolio.

Network with those right at the forefront of the franchise industry and understand just what it takes to build an empire.

London’s flagship franchise exhibition 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 Exhibitions changed the lives of one previous attendee.

Restaurateur turned Anytime Fitness gym owner: Raj Hasib’s franchise success story

Raj Hasib had experience running hospitality businesses but, like many small business owners, he found it hard to scale the business up. With spiralling

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

wage costs and no time to dedicate to marketing the company, he was drowning in the day-to-day work with no chance to focus on growing the business.

He attended The Franchise Exhibition, looking for a food and beverage franchise because of his experience in the industry. He hadn’t even considered a non-food-related business but on entering the exhibition hall he was amazed by all the options on offer. “It was a bit of a surprise actually because I wasn’t thinking about a gym. I discussed how the Anytime Fitness model works and the set-up and it excited me more than anything else – I became quite determined.”

Raj found that meeting franchisors faceto-face at the event was paramount in making his decision to start a franchise business. “It really gives you time to talk to all these like-minded people.” After his initial conversation at the exhibition, he went to their head office a few days later and the rest is history. “I signed up within about two weeks of going to the exhibition!”

Fast-forward to 2024 and Raj is delighted with his franchise team and, crucially, most of the people he’s been working with since the beginning are still there, enabling him to build a rapport over time. He believes that Anytime Fitness has evolved to keep up with the competition and that, above all, location is key. Currently Raj is looking at a third site, which represents fantastic progress five years on from opening his first gym.

The success story of Raj is a great example of the life-changing opportunities offered by The Franchise Exhibitions. Interested in following in his footsteps and becoming the next franchise success story? To find out more and book your free ticket to The British & International Franchise Exhibition, visit FranchiseInfo.co.uk. n

ADVICE FOR FRANCHISORS

Global expansion: Mastering the art of franchising abroad

By Rik Hellewell, Founder and Managing Director, Ovenu

E

xpanding a franchise into another country can be both an exciting opportunity and a significant challenge.

Having founded Ovenu, an oven valeting franchise which this year celebrates our 30th anniversary, I’ve personally experienced the highs and lows of establishing this tried-and-tested business model abroad.

Having built a network of around 100 franchisees in the UK and more than 30 under a master franchise licence in Australia, I can attest to the immense potential of international franchising – as well as the complexities that arise from operating in a foreign market.

International franchising offers undeniable growth potential but demands careful planning and adaptation. The key to success lies in selecting the right master franchisee and ensuring the business model is adaptable to local conditions without compromising core values.

A master franchisee is responsible for setting up the brand, recruiting franchisees, and ensuring the business operates smoothly in their territory. The ideal candidate must possess several critical attributes to ensure success:

● Rik Hellewell, engaging with the Ovenu’s network of franchisees, at conference.

Belief in the brand and commitment to consistency

A master franchisee must be passionate about the brand and committed to maintaining its integrity. They must replicate the franchisor’s system consistently, ensuring that every franchisee operates to the same high standards.

Management and sales experience

The ability to manage people and foster strong relationships is critical. A master franchisee is both an operator and a mentor, guiding new franchisees and ensuring their success.

Familiarity with local laws and customs

A master franchisee must be financially qualified to make a substantial investment, not only in the franchise fee but also in ongoing operational costs, such as marketing, recruitment, and training.

Understanding the local legal and regulatory landscape is essential, as different countries have varying requirements for franchising agreements, consumer rights, and business practices.

A strong master franchisee should have local knowledge or be prepared to engage local experts.

Proven business record

Long-term relationship building

Significant investment of time and money

While industry-specific experience is not essential, a track record of business acumen is vital. Managing a master franchise is vastly different from running an individual franchise, as it requires creating an entire business ecosystem.

Ensure the franchise model is robust, adaptable and replicable

Before expanding internationally, it’s crucial to ensure the franchise model is robust and adaptable. When I launched Ovenu in the UK, I undertook a fiveyear pilot project to test its viability, allowing me to refine the business model and create a replicable system.

I took a similar approach when expanding into Australia, agreeing a 15-year master franchise licence with entrepreneurs Bernard and Janet Bannon (below) – which they renewed in 2022.

They identified the potential for the Ovenu franchise having previously used our services in the Channel Islands before emigrating. Their decision to launch Ovenu in Australia was driven by their belief in the brand and their understanding of the market. ➥

A master franchisee must be capable of developing positive, long-term relationships with both the franchisor and the local franchisees. This relationship is built on trust, communication, and mutual respect. www.franchiseworld.co.uk | Winter, 2024 35

Ovenu - The UK's original oven valeting franchise.

No experience necessary in depth oven valeting and business operation training Recession proof business Enquiries from day one Exclusive territory Bespoke, unique cleaning products generating spectacular results Van based = low overheads Get involved from £7,400 + VAT Family run since 1994 Continuous specialist support

Benefit from 40,000+ client reviews & testimonials for our specialist service

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“

International franchising enhances brand visibility and credibility. A franchise that operates in multiple countries tends to command greater trust from consumers and potential franchisees, making it easier to attract high-quality candidates and fuel further growth.

As part of the agreement, Bernard and Janet operated the business as a pilot for a year before recruiting franchisees.

This allowed them to gain practical experience in running the business and an understanding of the operational intricacies. It also ensured they could replicate the model successfully when expanding the franchise network.

One of the key challenges in international franchising is the need to adapt the business model to suit local market conditions while maintaining the brand’s core values. In Australia, for example, we adjusted our marketing strategy to emphasise the eco-friendly and convenient aspects of our service, values that resonated strongly with Australian consumers.

However, it’s essential not to overcomplicate the process. Overadaptation leads to confusion and inconsistency across the franchise network. Maintaining a clear business model, with adjustments made only when necessary, ensures the brand remains recognisable and that the system remains easy to follow.

For Ovenu’s Australian operation, we produced an ‘Aussie-fied’ version of our UK franchise manual to account for local differences, ensuring nothing was lost in translation. This attention to detail helped us maintain consistency while addressing the unique needs of the local market.

Ensure support and training to maintain a quality service

Expanding into a new country introduces operational complexities that require careful management. Time zone differences, logistical issues, and supply chain management can complicate dayto-day operations, particularly if the business relies on consistency in service delivery. Ensuring franchisees in different countries receive the same level

ADVICE FOR FRANCHISORS of support and training is crucial to maintaining quality.

One of the ways we addressed these challenges was by investing in client management software and a professional call centre in Australia. This allowed franchisees to manage their businesses efficiently and provided a seamless experience for customers. Additionally, regular communication and support from the UK head office ensured that the Australian franchisees had the tools they needed for success.

Ensure compliance with local franchising laws

Before entering a new market, research is essential. Understanding local competition, consumer preferences, and regulatory requirements help businesses to make informed decisions and set realistic expectations. For Ovenu, conducting detailed market research in Australia allowed us to tailor our services to the local market and ensure compliance with local franchising laws.

Australia, for instance, has stricter regulations around franchising than the UK, requiring us to adapt our operations to satisfy these requirements. Navigating the legal landscape of a foreign country can be complex, but engaging local experts and conducting thorough research can help mitigate these challenges.

In summary

Despite the challenges, expanding a franchise internationally offers numerous benefits. Market diversification can provide stability by spreading risk across multiple regions, shielding the business from economic fluctuations in the home country. For Ovenu, expanding into Australia created an additional revenue stream independent of the UK market, providing fresh growth opportunities.

Additionally, international franchising enhances brand visibility and credibility.

A franchise that operates in multiple countries tends to command greater trust from consumers and potential franchisees, making it easier to attract high-quality candidates and fuel further growth. n

Learn more about joining Ovenu.

NEWS

MD appointment at Countrywide

PART of the home multi-services group Neighbourly UK, Countrywide Grounds Maintenance has appointed Mark Heath (above) as its new managing director.

With over 25 years of grounds maintenance leadership experience, Countrywide says Heath has a proven track record in managing large-scale projects, making him an ideal fit for the company’s vision and values.

Phil Carr, head of Neighbourly UK, said: “Our franchisees are deeply embedded in the communities they serve, contributing to the local economy, fostering strong community relationships, and promoting local sustainability initiatives. We are confident that under Mark’s leadership, our community-focused approach will continue to thrive.”

ESG values

Heath’s appointment marks a strategic step for Countrywide as it seeks to more deeply embed its services with Environmental, Social, and Governance (ESG) values by continuing to reduce carbon emissions and enhance community engagement.

Countrywide said Heath will prioritise environmental stewardship, franchisee experience, and operational excellence.

Heath added: “The sector is evolving, and it’s critical we continue to take a leading role in shaping the future of the industry. With the support and passion of our franchisees, I am confident we will deliver growth opportunities and exceptional value to our clients.”

Countrywide Grounds Maintenance has 46 franchise locations across the UK. n

www.franchiseworld.co.uk | Winter, 2024 37

ADVICE FOR FRANCHISEES

The truth about owning a children’s drama franchise – debunking the myths

By Becky Goodfield, Chief Executive Officer, Drama Kids

I

nvesting in a children’s services franchise often comes with a whole host of considerations. How will I recruit the right people to help me run the franchise? What safety measures will I need to put in place? And is there demand for the service or product in the first place?

A franchise in the creative sector, specifically drama and the performing arts, can sometimes be surrounded by misconceptions which may lead potential business owners thinking they would not be suited to the sector.

Here, I debunk these myths while highlighting the benefits of investing in a children’s drama franchise – ultimately empowering children and setting them up for success, well beyond the stage.

Myth 1: It’s just about acting The reality While acting is a core component of any drama franchise, the benefits extend far beyond the stage. Drama programmes cultivate essential life skills such as: l Confidence – Performing in front of an audience fosters self-esteem.

l Communication – Children learn to articulate their thoughts and emotions clearly. l Teamwork – Collaborative projects teach the importance of working together towards a common goal.

l Creativity – Drama encourages imaginative thinking, crucial for problem-solving in any context.

Why it matters By focusing on holistic development, drama sessions for children prepares them for various life situations, from job interviews to personal relationships.

Myth 2: It’s a seasonal business The reality People may assume that kids’ drama programmes are only popular during certain times of the year, like summer camps. In reality, a successful franchise can offer year-round programming, including: Weekly classes Seasonal workshops l School partnerships l Summer camps l Performance showcases l l

Why it matters Year-round offerings lead to consistent revenue streams and greater community engagement, helping your franchise thrive regardless of the season.

Myth 3: You need to be an expert in theatre The reality While a background in drama or performing arts is beneficial, it’s not a prerequisite for franchise ownership.

Most successful franchise owners come from diverse backgrounds, utilising

“

Not only can you build a successful business, you can foster skills in young minds, equipping them with the courage and resilience to excel beyond the stage.

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

transferable skills like management, marketing and community engagement.

Why it matters A strong support system provided by the franchise’s training programme equips you with the knowledge needed to manage the business effectively, allowing you to focus on your strengths while learning the ropes.

Myth 4: It’s just a hobby business The reality Owning a kids’ drama franchise can be a highly profitable venture and a real investment in your future. In fact, Drama Kids veteran – franchisee and owner of Drama Kids Gloucestershire, Katie Anderson (below) – says that this is, without a doubt, one of the most common misconceptions around owning a kids drama franchise.

“When people ask what I do for work and I explain that I run my own part-time kid’s drama school, they’ll generally go on to say how lovely it must be to only work for a couple of hours a day, when sessions are running.

“The reality is that a lot more goes into

FOOD FRANCHISE it than that – between lesson planning, teacher training, marketing, general administration and everything else that comes with being a business owner, I work for a few hours each day to keep on top of everything.

“With that being said, being a franchisee brings with it so much flexibility. I have two young sons, Albie and Bobby, and I can manage the daily operations of my franchise around them, meaning I get to spend more time with them than I would if I was working a 9-5. I wouldn’t change that for the world.

“Another common misconception is that you’re supporting future performers to hone their craft and help them get performing roles. For a few of our children, this is sometimes the case, but running my franchise is about so much more than that.

“I’m so proud to have supported so many children to just become a more confident, happy and outgoing version of themselves. Having owned my franchise for eight years, my team and I have taught hundreds of children – to know that I’ve had even a small impact on their lives is so rewarding.”

Why it matters By treating your franchise as a legitimate business opportunity, you can cultivate a sustainable income source while making a positive impact on children’s lives – a win-win.

Summing-up

Investing in a kids’ drama franchise is not just about business ownership; it’s about making a difference in the lives of children. By dispelling these myths, we can see that a drama franchise is a gateway to nurturing the next generation of confident, creative and capable individuals.

If you’re passionate about empowering children and are interested in entrepreneurship, a kids’ drama franchise could be the perfect opportunity for you.

Not only can you build a successful business, but you can also foster skills in young minds that last a lifetime, equipping them with the courage and resilience to excel beyond the stage. n

www.dramakids.co.uk/franchise

● Staff at the opening of the Camden store.

Chicken Cottage exceeds its store opening target C

hicken Cottage has surpassed its own expansion targets having opened its 67th UK store in Camden, London – with two more branches set to open before the end of the year.

The UK-based quick service restaurant (QSR) brand celebrated the opening with a high-profile delegation from its Malaysian owners, Terengannu Inc., (TI Group) and Zakri Jaafar, Malaysia’s High Commissioner to London.

Greg Milne, chief executive of Chicken Cottage, said: “The opening of the store demonstrates Chicken Cottage’s resilience and forward momentum, even as much of the UK’s hospitality sector faces cutbacks and closures. This growth signals the company’s strong foundations, adaptability, and commitment to delivering quality experiences across the UK.

“The attendance of the High Commissioner plus senior executives from TI Group demonstrates the deep respect and partnership we value, and we are truly privileged to have their

“

The opening of the store demonstrates Chicken Cottage’s resilience and forward momentum, even as much of the UK’s hospitality sector faces cutbacks and closures.

support as we mark this new chapter.

Their presence highlights the shared vision and commitment to excellence that drive our success and inspire us as we move forward.”

The franchisee of the Camden store, Mohammed Adebola Sheidu, explains his decision why he chose Chicken Cottage: “We saw growth in the franchise compared to others that were saturated. Camden is a busy area, with plenty of tourists and an active local community, so there’s a lot of potential market. This is also why we will be opening a second store in Brixton, which also has a thriving music scene.”

Chicken Cottage, which marked its 30th anniversary this year, says it was the first QSR to introduce halal chicken in grilled and fried varieties to UK customers. n

www.chickencottage.com/franchise

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

ADVICE FOR FRANCHISEES

Customer database and ‘key values’ conducive to success

D

operator, just on who provides the best product for the client.

an Hammond (right), a franchisee at GoCruise & Travel, shares his journey on how his family-run travel agency business has seen sales spike to over £2m since he joined.

Respect

“

Our franchise operates from two offices within our home in Kent. The family business is heavily focused on being a cruise specialist, with service and valuable advice being very high in our priorities for our clients.

Our business journey started with building a small customer database from scratch, then setting about increasing that, using direct mail and attending county shows. All three members of the family have been involved in the business build, and in 2019, I joined the family business full-time, just before the pandemic.

During the first lockdown, I used my social media and cruise knowledge to offer advice to members of the travelling public that were experiencing problems with their agents and tour operators. In doing so, as a bi-product, I helped to increase the customer database.

As soon as travel started to open up again in 2021, we started promoting the business online through social media and email drops. This, along with a professional and pleasant character, were instrumental in the business increasing cruise sales and customer repeat business.

Sector experience

I am supported by my father, who has been taking cruise holidays regularly since 1981 and so has a wealth of experience as a customer, in addition to the business side. I myself have cruised as a passenger since 1997 and have seen the cruise life from a child and teenager perspective, as well as an adult.

Whilst at university studying for a degree in Port and Shipping

Management, I gained invaluable experience working for port agents in Southampton, taking responsibility for cruise ships whilst in dock, including the arranging of crew movements and reprovisioning.

As well as continuing to promote the business via social media and emailing offers to existing clients, we have come to an agreement with another GoCruise & Travel franchisee. They were looking to retire but did not want to give up the business entirely, so they are now working with us part-time, servicing some of their existing clients while we service the remainder.

We have also setup agreements with two social media cruise influencers. As part of these agreements, they promote us as their travel agent. We book their travel for them and any of their followers that wish to book through us gains them a percentage of the commission we make.

In addition, we have been instrumental in arranging a group cruise for them in 2025, attracting nearly 200 people from the UK, U.S. and Australia, with a further group in 2026.

The key values are honesty, respect and flexibility Honesty

We always take the time to understand our clients wants and needs for their holiday and will always endeavour to provide them with a holiday that we believe is best for them. In doing this, we do not focus on the differential earnings we can make from each

Treating clients with the utmost respect in every interaction we have with them, even if they themselves may not be so respectful. We all have bad days, but we must not let it show to the client, even if they take theirs out on us.

Flexibility

Taking the time to deal with those clients that need hand holding and extra effort in order to satisfy their needs, and being ready for them to change their minds and for us to act accordingly.

In summary

These values have enabled us to achieve a fantastic performance this year. We are so proud and geared up to strive for even more in the years to come.

Working from home and having that flexible approach with our customers has certainly contributed to having such a successful business, backed by the support of GoCruise & Travel.

My advice to you if you are wanting to start your own business in the travel industry, is to choose the right company to be associated with and ensure they have a strong support network in place, as the hardest part is building that customer database and having the knowledge behind you.

And finally, choose a company that has great relationships with cruise and holiday companies, and make use of social media.

”

Click here to learn more about the GoCruise & Travel opportunity. n

“

Our values have enabled us to achieve a fantastic performance this year. We are so proud and geared up to strive for even more in the years to come.

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

NEWS

We Love Pets well-being event for its franchisees

W

e Love Pets treated its franchisees to a retreat day in Fritton, Suffolk, in place of its annual conference for a day of total relaxation with the franchise founders, Jo and Ryan White.

The event was designed around ‘selfcare’ to recognise that franchisee’s mental and physical health is key to the success of their business.

Commenting on the day Jo said: “Reconnecting and getting back to basics was beneficial for everyone. It highlighted how mental well-being drives business success and gave our franchisees some valuable tips to share with their teams.”

The day’s agenda included...

The event started with an hour of Pilates that included mobility and strengthening exercises, specifically designed by instructor Fiona Abbott to help franchisees with dog walking. A nature walk followed around Fritton Lake with nature expert Matthew Stevenson to learn about foraging mushrooms and the use of willow and stinging nettles.

After lunch, attendees were treated to a yoga session with instructor Nickie Pollett to focus on ‘self-nourishment’ through stretching. Breathwork with Steph Cabrera followed, practicing breathing techniques aimed at relaxation, stress relief and mindfulness.

“

The retreat showed our commitment to our family-first business ethos. It’s so easy to just do what you have to do and scrape by, but this isn’t what we want our franchisees to do.

The final session of the day was Riijooviness with Sue Alexander, where franchisees learned about energy yield, hormonal support, immunity and healthy habits for a busy outdoors lifestyle. To conclude the event, marshmallows around the firepit gave franchisees a chance to reflect on what they had learned.

Steve Newman, We Love Pets Norwich, said: “It felt good to be nourished by the different experiences and to return home totally relaxed and blissed out. My favourite segments were the country walk with Matt, such a knowledgeable guy with a lovely energy and great delivery of information. I also really enjoyed the breathwork. The session was totally different to what I’ve done before and resonated very well with me.”

Gabby Roy, We Love Pets Cambridge

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

agreed: “It was really lovely to get together with other franchisees without a work focus. Also having a day out and relaxing was amazing, we don’t get the chance to do that very often!”

Ryan summing up the event said it was a day of recuperation, engagement and reflection: “The retreat was exactly what we needed and showed our commitment to our family-first business ethos. It’s so easy to just do what you have to do and scrape by; this isn’t what we want our franchisees to do, which is why we laid on this retreat, thanks to all that attended.”

We Love Pets offer a variety of pet care services including dog walking, puppy care, cat feeding, small animal care and home boarding for dogs. n

www.welovepets.care/franchise

FITNESS FRANCHISE

Snap Fitness set to reach 100-gym landmark across the UK and Ireland

S

nap Fitness, the fast growing fitness franchise, says it is poised for an exciting finish to 2024 with as many as eight new gyms due to open before the end of the year, which will see it past the 100-gym landmark across the UK and Ireland.

New sites scheduled across England, Wales and the Republic of Ireland are for Aberystwyth, King’s Lynn, Longford, Shepton Mallett, Southport, Truro, Tullamore and Wimbledon - Raynes Park. The openings are a combination of new franchisees joining the network and existing Snap Fitness franchisees scaling their investment with the brand to become multi-site gym operators.

Snap Fitness, owned by Lift Brands, says the new sites add to the six locations launched earlier this year across the UK & Ireland, which have opened with over 40 per cent more members than its gyms in 2023.

‘Incredible energy in our clubs’ Kevin Yates, chief executive of Lift Brands EMEA, said: “It’s been an unbelievable year for Snap Fitness across the UK & Ireland. There’s an incredible energy in our clubs who are capitalising on the continued growth of the fitness industry.

“Our UK presale record has already been broken multiple times this year which is amazing to see. In a crowded

● The opening of gyms are a combination of franchisees joining the network and existing franchisees scaling their investment to become multi-site site operators.

marketplace, consumers continue to be drawn to Snap Fitness gyms which is testament to the hard work that goes into creating these spaces, as well as the great data and local insights we have when selecting future locations.

“We’re not shy of the fact that we’re incredibly ambitious and are continuing to evolve our product to stay ahead of the market and elevate Snap Fitness above the competition.”

“

The franchisor added that the design of the new Snap Fitness gyms reflect the broader wellness experience consumers now expect. All new openings have a dedicated recovery area, including massage guns and state-of-the-art compression boots. Franchisees also have the option to add further products such as infrared saunas to enhance the member experience. n

www.snapfitness/franchise.com

In a crowded marketplace, consumers continue to be drawn to Snap Fitness gyms which is testament to the hard work that goes into creating these spaces, as well as the great data and local insights we have when selecting future locations. www.franchiseworld.co.uk | Winter, 2024 43

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HOME CARE FRANCHISE

Caremark’s marketing fund for its franchisee network F

or the first time in nearly 20 years Caremark, the UK home care provider, is launching a new National Marketing Fund (NMF), an initiative that aims to redefine how its franchisees drive growth.

The introduction of the NMF is a direct response to the evolving needs of the Caremark network. Unlike traditional marketing funds, Caremark explains that its NMF is designed with ‘unrivalled’ flexibility, equipping franchisees with the choice to tailor its marketing efforts to best align with their immediate and long-term business growth goals.

Its NMF offers postcode-specific, datadriven campaigns, giving franchisees control over how they grow their revenue. Each business can choose whether its integrated campaign prioritises either generating new customer leads or boosting recruitment efforts. This targeted approach aims to increase brand visibility, complement each franchise’s separate local marketing efforts and maximise return on investment.

‘A pivotal moment for Caremark’

Emma Scholes, director of marketing at Caremark, shares her vision for the NMF: “It represents a pivotal moment for Caremark and, we believe, it is unrivalled in the care industry in terms of its flexibility. A traditional fund tends to be spent on raising the profile of a brand, but in addition to this, we believe each of our individual businesses is the expert when it comes to having a say as to where its marketing attention should be focused.

“

We’ve empowered our network with the choice to either concentrate on staff recruitment or to reach new customers, and to be able to change this focus every quarter

“We’ve empowered our network with the choice to either concentrate on staff recruitment or to reach new customers, and to be able to change this focus every quarter. We’re quite possibly the first big home care franchise to approach an NMF in this way and it has been extremely well received, with an astounding 80 per cent of our network opting in.

“Roll out of the first campaign is now underway. Each franchise will benefit from an integrated campaign that leverages both digital and traditional channels to amplify its local presence and is designed for maximum impact.

This new fund is about smart, databacked, post-code specific campaigns that will deliver real results that matter to the individual franchise.”

David Glover, joint chief executive of Caremark added: “We’ve listened to our network and have responded with an

adaptable and powerful tool that ensures every franchise can make the most of their investment in marketing.

“This tailored approach aims to deliver fast, measurable results while supporting long-term success for our network. The NMF ensures every business can optimise their marketing efforts for immediate effect and sustained growth.

And the goal for our NMF is simple, to ensure that every pound spent works harder and smarter for our franchises.”

With 134 offices and 10,000 plus care assistants, Caremark’s vision is to provide exceptional care and support to its customers, ensuring they can live independently and with dignity in their own homes. The company offers a range of services, from personal care and companionship to specialised support for individuals with complex needs. n

www.caremark.co.uk/franchise

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

www.stockcheck.co.uk

www.stocktakeuk.co.uk

F&B Experience?

Earn over £50,000pa working the hours that suit you.

Our franchisees have experience of the F&B market and are looking for an opportunity to earn more while enjoying better working hours and a better work-life balance.

Benefits of the Stocktake UK Franchise include:Our top Franchise partners earn over £125,000pa Work regular hours Monday to Friday Be your own boss, build your own business Low initial investment (from £11,999 + VAT) all training and equipment included Regular flow of leads from our Head Office to help you grow Work in the hospitality industry without long shift and unsociable hours

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

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

THEATRE SCHOOL FRANCHISE

From a graduate in arts to a multi-territory franchisee F

or performing arts graduates, the transition from college to the professional world can often feel daunting with rounds of auditions, temporary contracts, and a competitive job market often leaving many graduates feeling unfulfilled or questioning their next steps.

Debbie Mitchell (right), who trained at the Glasgow Academy of Musical Theatre Arts gaining an associate teaching award with the British Association of Teachers of Dance, graduated with a BA (Hons) in Musical Theatre. Today, she is a multi-territory franchisee of Razzamataz and shares her story on how a career in the arts can offer both personal fulfilment and financial stability.

‘First steps after college’

I first worked for Razzamataz in 2011 in Tenerife as part of their partnership with Thompson Holidays. This was a fantastic experience and after the contract ended, I was keen to continue with Razzamataz and I was delighted to be offered a position as a teacher.

‘Career progression and top tips’

One of the most exciting things about the network is the opportunities that are available at every stage of your journey.

In 2012, I was offered the chance to take on the position of manager at the Carlisle school as well as teaching drama, dance and singing at Razzamataz in Dumfries and Penrith.

I would strongly advise all team members at Razzamataz to get involved in as many opportunities as possible; grab them with both hands because they provide invaluable experience, help you develop new skills, and open doors to future growth.

‘Becoming a franchisee’

In April 2016, I became owner and Principal of Razzamataz Carlisle, taking over from Razzamataz founder Denise

“

The best thing about being a Razzamataz franchisee and running my own business is that I can work within the industry that I love while balancing work with looking after my two young boys.

Hutton-Gosney who launched the school in 2001. I knew that this was a huge opportunity and by this point, I was ready to take on the challenge and also have more financial stability. Today, I’m the multi-territory franchisee of Carlisle and Dumfries.

‘Freedom and flexibility’

The best thing about being a Razzamataz franchisee and running my own business is that I can still work within the industry that I love while balancing work with looking after my two young boys. It has also given me the financial freedom to have a really happy lifestyle and, I think, have the best job in the world.

‘Career highlights’

There’s been so many... from being part of our students’ lives and watching them gain confidence, make friends and go on to achieve their dreams, to all the amazing places I have visited.

My journey has taken me to incredible destinations from Disneyland Paris and New York to London’s West End on numerous occasions. Next on my itinerary is Dubai, where I’ll be joining other Principals on a trip that blends business support with a holistic experience and cultural immersion. n

www.razzamataz.co.uk/franchise

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

Words are powerful.

Do I need PR for my business?

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

Use them wisely.

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

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

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

revpr.co.uk

ADVISORY ARTICLE

Traditional media relations vs digital PR: Demystifying these terms for strategy

By Lucy Archer, Co-founder, Rev PR

I

n today’s PR landscape, it seems like every other day a new buzzword emerges to complicate the lives of franchisors and business owners. Enter “digital PR”. It’s everywhere, and while it’s undoubtedly powerful, it’s also leaving many brands scratching their heads. What is digital PR? How is it different from traditional media relations? And do you really need to choose between them? Here at Rev, we believe in demystifying these terms and helping you create strategies that work.

Let’s dive in.

Traditional media relations: Tried, tested, and trusted

Traditional media relations is what most people think of when they hear “PR”. It’s the bread and butter of the industry and involves working directly with journalists, editors, and producers to secure coverage in print newspapers, magazines, TV, and radio.

Key features of traditional media relations: l Relationship-based

Success relies on strong relationships with journalists. These connections enable PR professionals to pitch stories effectively and secure placements. l Editorial credibility

A published article in a reputable outlet acts as third-party validation for your brand, building trust and credibility.

a lasting impression, especially among audiences who value tangible, wellvetted content. And, as it happens, with the rise of disinformation, this is becoming more and more important to audiences – and prospects – as they look to make a serious investment in their future.

Traditional media remains a critical part of a robust PR strategy, particularly in franchising, where credibility and trust are the currency of successful recruitment.

Digital PR: The buzzword explained

Digital PR may sound new, but at its heart, it’s an evolution of traditional practices designed for the digital age.

It focuses on building a brand’s online presence, leveraging modern tools and channels to amplify reach. Think SEO-friendly articles, influencer collaborations, viral social media campaigns, and backlinks from authoritative websites.

Securing links to your website from high-authority domains can boost your search engine rankings and drive organic traffic. l Social media integration

Platforms like Instagram, LinkedIn, and TikTok play a big role in campaigns, engaging audiences where they spend their time. l Speed and metrics

Digital PR campaigns often move faster than traditional ones, and results are measurable through analytics like clicks, shares, and website traffic.

Traditional vs Digital: Does one replace the other?

Here’s where the confusion often lies. ! ! of digital ! ! PR doesn’t ! ! !

The rise mean l Online focus ! ! ! ! ! ! ! ! ! ! ! traditional media relations is obsolete. !The aim is to generate online coverage, In fact, they complement each other * * on news * * * * * * such as features websites, blogs, beautifully ! ! portals. ! ! ! ! ! ! ! ! ! when integrated ! ! effectively. ! ! and industry Here’s how they stack up (see table ! ! ! ! ! ! ! ! ! ! ! ! below). l SEO benefits ➥ ! ! ! ! ! !

Key features of digital PR: !

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Whether you’re aiming for local, regional, or national exposure, in trade press or more broadly, traditional media outlets cater to specific audiences, helping you target your ideal prospects.

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“

Traditional media relations is what most people think of when they hear “PR”. It’s the bread and butter of the industry and involves working directly with journalists, editors, and producers to secure coverage in print newspapers, magazines, TV, and radio.

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! ! ! ! ! ! www.franchiseworld.co.uk 2024 49 ! ! ! ! | Winter, ! ! ! ! ! ! ! ! ! ! ! !

ADVISORY ARTICLE Why you need both in your PR strategy

For franchisors, the goal is often twofold: recruit franchisees and support franchisees with local and national exposure. Traditional media relations helps establish your brand’s credibility in well-known outlets, while digital PR ensures you stay relevant in a world where content is increasingly consumed online.

Here’s an example:

l A traditional media relations

campaign might involve securing a feature about your franchise’s success story in The Times. This builds trust with high-net-worth individuals researching investment opportunities. l Meanwhile, a digital PR campaign

could generate backlinks from top business blogs and social media buzz from an influencer partnership, helping your brand rank higher on Google when potential franchisees search ‘best franchises to invest in’.

How to strike the balance l Understand your audience

Tailor your strategy based on where your prospects are looking. Prospective franchisees are often searching online and vetting brands in traditional outlets simultaneously. l Leverage expertise

Work with a PR team that understands how to integrate traditional and digital approaches seamlessly. l Set clear goals

Want to boost local visibility for franchisees? Use traditional media relations. Want to drive website traffic?

Digital PR is your answer.

What does all this mean for franchisees?

As a franchisee, your role is to build awareness and trust in your local market.

The balance between traditional media relations and digital PR can make a significant difference to your success.

Traditional media for local awareness

Traditional media remains a key player in local PR efforts. Securing coverage in

regional newspapers, magazines, or local radio stations can position your franchise as a trusted community brand. These outlets often cover: l Grand opening events or anniversaries.

l Human-interest stories about your team or business journey.

l Partnerships or sponsorships with local

charities or events.

By focusing on traditional media relations, you establish a reputation with your immediate audience – your local customers and stakeholders who prefer consuming news through established channels like the local paper.

Digital PR for engaging the community online

On the other hand, digital PR lets you connect with the growing number of people who consume content online.

This could include:

l Collaborating with local bloggers or influencers to promote your products or services.

l Leveraging community social media

groups to share updates and special offers.

l Creating online content – like blogs or videos – that highlights how your business is solving local challenges.

Digital PR gives you a direct line to audiences who are actively searching for services in their area. Combine this with effective local SEO, and you’ll become a go-to solution for people nearby.

Making PR work on a local level

Franchisees who effectively integrate traditional and digital PR can elevate their presence within the community.

Here are some practical tips for making the most of both approaches: l Tell your story

Share your journey as a franchisee. Did you transition from a different career?

Are you solving a unique need in the local market? These stories resonate both in traditional media and online. l Host local events

Traditional PR shines when promoting in-person events like grand openings, charity drives, or workshops. Amplify

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

“

Digital PR may sound new, but at its heart, it’s an evolution of traditional practices designed for the digital age. It focuses on building a brand’s online presence, leveraging modern tools and channels to amplify reach.

the impact by using digital PR to invite attendees via social media and follow up with photo galleries or videos afterwards. l Engage with local influencers

Build relationships with influencers who have a strong following in your area. Their online endorsements can complement traditional coverage, creating a well-rounded local presence. l Keep content fresh

Whether for a press release or a social media campaign, share updates about new services, community partnerships, or customer success stories. Consistency is key.

Why you need both as a franchisee

It’s easy to assume you must pick between traditional media and digital PR, but the real power lies in using both.

For example:

l A traditional PR campaign could highlight your business’s charity partnership in the local paper, building trust with residents.

l A digital PR campaign might follow up with a social media video showing the results of the charity drive, reaching a wider online audience.

This dual approach ensures your brand connects with a diverse set of local customers – those who prefer traditional touchpoints and those who engage online.

A holistic approach for success

Both franchisors and franchisees need a tailored mix of traditional and digital PR. At Rev PR, we specialise in helping balance these strategies for maximum impact. Whether you’re targeting national prospects or building trust with your local community, integrating both approaches ensures you reach your audience wherever they are. n

www.revpr.co.uk

Understanding financial metrics are essential in the franchise resale process

By Emma Bohan, Operations Manager, Franchise Resales

A

t Franchise Resales, we work with a wide variety of businesses, providing expert valuations and guiding franchisees and franchisors through the complexities of the resale process.

Valuing a business is never just about a number – it’s about understanding the unique factors that drive that number and clearly explaining how we’ve reached it.

This transparency is crucial for helping sellers achieve their goals and giving buyers the confidence to invest.

When it comes to franchised businesses, two key financial metrics often dominate the conversation: EBITDA multiples and debt coverage ratios (DSCR). However, there’s another factor that plays a critical role in valuations – adjusted profit.

Understanding these metrics is essential for franchisors, as resale success directly impacts the strength of the network, brand reputation, and ability to attract new franchisees.

EBITDA multiples: A cornerstone of business valuation

For anyone buying or selling a business, EBITDA multiples offer a straightforward framework for determining value. Essentially, they indicate how much a buyer will pay for each pound of EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortisation).

For example, a franchised business generating £150,000 in EBITDA might sell at a 3x multiple, resulting in a valuation of £450,000. But why do franchised businesses often fall at the lower end of the multiple range?

Franchised businesses typically sell for

2x to 4x EBITDA due to a combination of factors:

l Royalty and marketing fees reduce profitability; for example, a 10% royalty on £500,000 annual revenue equates to £50,000, which directly impacts EBITDA. l Franchise agreements often limit operational flexibility, making the business less appealing to buyers who value autonomy.

l Growth potential is also often capped by territorial boundaries, restricting scalability.

l Franchisees’ success is closely tied to the franchisor’s support and the overall brand, meaning any issues with the network can lower the resale value.

Independent businesses, on the other hand, achieve multiples of 4x to 7x EBITDA because they retain all profits, offer complete operational freedom, and lack territorial constraints.

Debt coverage: the financing hurdle

Most buyers rely on loans to purchase businesses, making debt service coverage a critical consideration. Banks

“

An efficient and supportive resale process does more than help individual franchisees. It strengthens the network as a whole by enhancing brand appeal, maintaining operational standards, and improving the perceived value of the franchise.

use the Debt Service Coverage Ratio (DSCR) to evaluate a business’s ability to cover its debt obligations. A DSCR of 1.25 or higher is generally required, meaning the business needs to generate 25% more cash flow than is necessary for loan repayments.

Franchised businesses often struggle to meet this threshold due to reduced EBITDA from royalties and fees.

For example, a franchised business with an EBITDA of £150,000, selling at a 3x multiple for £450,000, might have an annual debt service of £108,000 over a five-year term at 7% interest. This would result in a DSCR of 1.39, which is acceptable. However, if the EBITDA were lower due to higher royalty fees, or the multiple higher, this ratio could easily fall below acceptable levels. ➥

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

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

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

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

ADVISORY ARTICLE In comparison, an independent business with an EBITDA of £200,000, selling at a 5x multiple for £1,000,000, could struggle with a DSCR of 0.83, even without royalties, due to the larger loan amount. While both models can face DSCR challenges, franchised businesses often feel this pressure more acutely.

Why adjusted profit is better than net profit

When valuing a business, the term ‘adjusted profit’ often arises, especially in franchise resales. Adjusted profit, sometimes referred to as ‘seller’s discretionary earnings’, provides a more accurate picture of a business’s true earning potential for a new owner.

Net profit, while familiar, can be misleading because it often includes costs that are not directly tied to the ongoing operations of the business or that would not necessarily apply to a new owner. Adjusted profit removes these discrepancies and highlights the true financial benefit to a buyer.

For example, adjustments might include adding back the owner’s salary, personal expenses, and one-time costs such as legal fees or major equipment purchases.

These adjustments reveal the business’s genuine earning potential, which is critical for prospective buyers and lenders alike.

Adjusted profit is also invaluable when comparing businesses, as it neutralises personal and discretionary expenses that vary from owner to owner. This makes it easier for franchisors and buyers to assess opportunities within a network on a level playing field.

Additionally, adjusted profit simplifies the financing process. It provides a clearer cash flow projection, which lenders prefer when evaluating loan applications. For franchised businesses, where DSCR is critical, presenting

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Franchisees should be supported in presenting their business attractively by adjusting financials to reflect true profitability and sharing benchmarks from across the network to provide context for valuation.

NEWS

adjusted profit can make the difference between securing financing or losing a deal.

What franchisors can do to support resales

As a franchisor, supporting franchisees in the resale process is both a responsibility and an opportunity. Strong resale values enhance the network’s reputation, attract new franchisees, and maintain operational continuity.

Helping franchisees understand their financial performance is critical.

Educating them on how EBITDA and adjusted profit impact valuation, encouraging them to maximise profitability, and eliminating discretionary expenses from financial statements can significantly improve their position.

Franchisees should also be supported in presenting their business attractively by adjusting financials to reflect true profitability and sharing benchmarks from across the network to provide context for valuation.

While franchised businesses may have lower multiples, they offer unique advantages to buyers. Established brands reduce marketing costs and attract customers, proven systems provide operational support, and the structured model appeals to risk-averse buyers by reducing failure rates. Highlighting these strengths can make a significant difference in the resale process.

Financing is another critical area where franchisors can help. Partnering with banks that understand the franchise model, as well as encouraging seller financing as an option to bridge funding gaps, can improve DSCR and make it easier for buyers to secure loans.

Additionally, developing a resale programme with resources, templates, and a network of potential buyers ensures franchisees are well-prepared and have access to the right support when the time comes to sell.

l Whether you’re a franchisor looking to build a robust resale programme or a franchisee preparing to sell, we’re here to help support you on the journey. n

Three companyowned outlets sold to franchisee

GREENTHUMB multi-unit franchisee partners, Jason and Vicki Bell (above), have expanded their portfolio to five with the acquisition of three locations across North East Wales and Cheshire.

The locations (Flintshire, Wrexham and the Wirral) were company-owned outlets before being sold to the Bell’s following on from their success of GreenThumb Oswestry and Bridgnorth.

Gaining an additional 3,500 customers and four experienced lawn operatives, the couple are now operating one of the largest territories in the network and delivering more than 50,000 lawn treatments each year, said GreenThumb.

The Bell’s, in 2008, bought their first GreenThumb outlet in Oswestry with no experience of running their own business. But, with Vicki’s experience in administration and customer service, combined with Jason’s knowledge of lawn care, they decided to invest in the business and work together.

After acquiring the three additional locations, Vicki said they would be looking to expand the talented local team, grow the customer base over the five branches to over 6,000 within the first year, and increase turnover by five per cent year-on-year.

GreenThumb has over 220 locations across England, Scotland, Wales and Northern Ireland, and says its operatives carry out in excess of 2.5 million lawn treatments a year. n

www.greenthumb.co.uk/franchise

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

ADVICE FOR FRANCHISEES

Speak to existing franchisees – the community at the core of the network T

By Diane Vesey, Director of Franchise Development, Body Fit Training

he power of community is something that, in a post-pandemic world, is as evident as ever – and the feeling of supporting others is just as rewarding in business as it is anywhere else.

One of the undeniable benefits of franchising is the access to a community of like-minded peers who can support you at any stage of your journey – whether that’s after you’ve signed on the dotted line... or even before.

For prospects, the value of speaking with existing franchisees operating within the brand or field you’re exploring comes with a whole host of benefits. And once you’re set up in your new business, taking the time to speak with fellow franchisees can only benefit operations.

The benefits of open communication – for prospects Speaking with existing franchisees before making the decision to invest in a brand puts you at an almost immediate advantage when doing your due diligence – quite simply because you may find you’re offered a more realistic view of what to expect as you run your franchise.

You’ll generally find that, once you start speaking with a franchisor, they will offer to put you in touch with at least one franchisee – but generally you should

expect an introduction to more than that.

I would recommend taking them up on this offer – and talk to as many as you realistically can. And here’s why.

Real-world insights Current franchisees can provide honest, firsthand experiences about the day-today operations, challenges, and rewards.

This gives you a clearer picture beyond what the franchisor presents.

Confirmation of fit By understanding the experiences of others, you can better assess whether the franchise aligns with your personal goals, skills, and lifestyle. If several franchisees express satisfaction and success, it may indicate a good fit for you as well.

Understanding the daily role If you’re planning on investing in a franchise where you will operate the business, you’ll want to take the time to speak with existing owner-operators to find out what a typical day might look like – how they structure it and how many team members they have to support in the operations, for instance.

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For anyone looking to invest in more of a management model style franchise,

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

you’ll want to speak to existing franchisees who operate their business like this. And if you aspire to own more than one location or franchise, take the time to speak with multi-unit owners At Body Fit Training (BFT), we offer all three business models as an investment opportunity and we’re more than happy to connect prospects with business owners that most align with their ambitions.

Assessing franchisor support By talking to multiple franchisees, you can gauge the level of support and training provided by the franchisor. Are they responsive and helpful? Do they provide adequate resources for marketing, training and problemsolving?

Evaluating brand reputation Franchisees can share insights on the brand’s reputation among customers and in the industry. A strong brand can drive business, while a tarnished one can hurt your investment.

Identifying common challenges Franchisees often face similar challenges. Learning about these in advance – whether they relate to staffing,

Speaking with existing franchisees before making the decision to invest in a brand puts you at an almost immediate advantage when doing your due diligence.

● Body Fit Training, the fitness brand, has over 300 studios globally.

marketing, or supply chain issues – can help you prepare and develop strategies to overcome them.

Building a network Speaking with other franchisees helps you start building relationships within the franchise community. This network can be invaluable for ongoing support, sharing best practices, and staying updated on industry trends.

Avoiding mistakes Experienced franchisees can offer advice on what to do – and what to avoid – during the startup phase and beyond.

This can save you time, money, and frustration.

The benefits of open communication – for franchisees Once you’ve signed on the dotted line, becoming an active member of your own community is as crucial as ever.

Although you are now a business owner in your own right, it is the part you play in upholding the standards of your brand that will benefit your business. As well as having access to a captive group of peers that can celebrate your achievements, you’ll have someone to bounce ideas off and, in some cases, work collaboratively with.

Here’s why playing an active part in your franchise network comes with a whole host of – relatively unlimited – perks.

Learning from others Fellow franchisees have firsthand experience with the same business model, brand, and operational challenges. They can offer valuable insights and tips with proven results.

Avoiding mistakes By discussing common pitfalls, you can avoid making the same mistakes that others have made, saving time and money.

Adapting to local markets Understanding how others have adapted to local market conditions can help you tailor your approach for better results.

Collaborative marketing In some cases, franchisees in the same region may be able to collaborate on local marketing campaigns, which can reduce costs and increase reach.

Resource sharing Franchisees can share resources, such as employees, equipment, or suppliers, which can lead to cost savings and increased efficiency.

Expansion advice If you’re considering expanding your franchise, fellow franchisees who have already done so can provide guidance on what to expect and how to prepare.

Mentorship More experienced franchisees can mentor newer ones, helping them navigate the early stages of franchise ownership. A quality franchisor will even support in setting you up with a buddy or mentor that you can call on for support.

Staying informed Franchisees often discuss trends in the industry or changes in consumer behaviour, which can help you stay ahead of the curve and adjust your business strategy accordingly.

Sense of belonging Regular interaction with fellow franchisees fosters a sense of community and belonging, which can increase job satisfaction and commitment to the brand.

At BFT, we often find that our franchisees refer to feeling like they’re part of a team, or collective ‘party’ – where they’re unified by a common goal

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The part you play in upholding the standards of your brand will benefit your business. As well as having access to a captive group of peers that can celebrate your achievements, you’ll have someone to bounce ideas off and, in some cases, work collaboratively with. and values. I think this encapsulates this sense of belonging.

Collective success A successful franchise network benefits everyone, and by supporting each other, franchisees can contribute to the overall success of the brand.

‘My BFT journey’ A sense of belonging had real appeal for our franchisee, Rosie Bogle – she invested in her own BFT franchise earlier this year: “The franchise training at BFT’s headquarters in Melbourne was invaluable. Everyone I met was so friendly and supportive of me in my own BFT journey.

“I met with established franchisees who run their operations in Australia, which was not only interesting but very informative in terms of how I could eventually manage multiple locations.

“The support didn’t stop once I’d landed back in the UK and started searching for business premises. I’ve felt so supported and welcomed by everyone here – in particular, Charlie and Lauren at BFT Battersea, who have been instrumental in my initial franchising journey.

“I feel very lucky to be a part of the BFT family. I’ve never felt such a feeling of belonging, both professionally as a franchisee and personally, as a member of BFT Battersea.” n

www.bodyfittraining.com/franchise

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

ADVICE FOR FRANCHISEES

● ActionCOACH – a business coaching franchise.

How a franchise can satisfy your basic human needs

By Ian Christelow, Co-founder, ActionCOACH UK

W

hen investing in a franchise, what do we look for? Profit potential, a work-life balance, a supportive franchisor? What we are doing is scratching an ‘evolutionary’ itch to satisfy our basic human needs... even when choosing a business to invest in.

Franchise models should endeavour to satisfy our basic human needs. Building on Maslow’s hierarchy of needs and learnings from Tony Robbins (author, coach and speaker), I illustrate how those needs correlate to what to look for when you’re investing in a franchise.

What is Maslow’s hierarchy of needs?

Abraham Maslow, an American psychologist, introduced his hierarchy of needs in 1943. It is a framework categorising human needs into five levels – often represented as a pyramid.

With basic needs like food, water and shelter at the base, these must be fulfilled before focusing on higher needs such as safety, relationships, self-esteem and personal growth. Maslow believed as each level is met, we can move on to the next.

But how does this relate to franchising?

You’d be surprised... Maslow’s hierarchy of needs and the franchise model are incredibly in sync. Below is just a snapshot of what I mean:

training, a proven business model and ongoing support. This acts as a safety net, ensuring if you’re ever stuck or uncertain, the franchisor is always on hand to guide you.

1 Physiological

3 Love and belonging

At the base of Maslow’s hierarchy are our most essential needs, such as food, water and warmth. In the world of franchising, this translates to the need for certainty – through a proven business model, with lower risks than those associated with starting out independently, and the addition of potential support from high street banks.

These are the key fundamentals any good franchise should deliver on. For instance, ActionCOACH offers a guarantee of a minimum £10,000 monthly income in your first seven months, ensuring a solid financial foundation from the start.

2 Safety

The next need to satisfy is our safety, which includes our health, personal security and financial stability. A good franchise should provide a sense of safety by offering comprehensive

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

Humans are social animals and connections are key. Being part of a franchise provides access to a network of fellow franchisees, ensuring you never feel isolated. A good franchise will offer constant opportunities to connect, both virtually and in person, fostering a sense of community, thus meeting the need for belonging.

4 Esteem

The next level is esteem, which focuses on gaining respect and recognition from both yourself and from others.

Franchisors should provide opportunities to be recognised for the work put in, commonly through hosting internal conferences and award ceremonies, celebrating the achievements of their franchisees. It’s a great way for franchise networks to acknowledge hard work, boost confidence and create a sense of pride within the franchisee community.

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When looking to invest in a franchise, we are scratching an ‘evolutionary’ itch to satisfy our basic human needs.

5 Cognitive

The higher up the hierarchy we go, the less basic the needs become. Next, we have our cognitive needs – our need for creativity, curiosity and continuous learning. In franchising, there should always be opportunities for growth, with franchisors providing plenty of resources to keep you learning and developing.

Running a business naturally brings new customers and fresh challenges, helping you grow along the way. At ActionCOACH, there’s a strong focus on continuous improvement, with constant access to expertise through numerous events, our podcast and industry experts.

6 Aesthetic

This level relates to our desire for beauty and harmony in our surroundings – both in the physical sense and in the satisfaction we get from meaningful experiences. Franchising offers the opportunity to create this by building a legacy, whether it is through positively impacting your local community, creating connections through your business or expanding into multiple territories to spread your influence. It is all about avoiding the dull and monotonous and, instead, crafting something you can be proud of.

7 Self-actualisation

The pinnacle of Maslow’s hierarchy, self-actualisation embodies our desire to achieve our fullest potential. By choosing a franchise aligning with your passions – whether it is fitness, education, food or something else – you have the chance to express yourself and make a meaningful contribution to society. This level is all about pursuing your goals, developing yourself and having the time to give back.

In summary

Investing in a franchise is the perfect way to satisfy your human needs. By selecting a franchise that reflects your passions, you are embarking on a journey that positively impacts lives, including your own. n

www.franchise.actioncoach.co.uk

NEWS

The TaxAssist’s ‘pillars of support and care’

T

● James Mattam and Sarah Robertson.

he TaxAssist Group is celebrating the 25th anniversary of its group business development director, James Mattam; and the 20th anniversary of group director and UK managing director, Sarah Robertson.

Mattam joined the then fledgling TaxAssist Accountants franchise in1999 as part of a team of just four staff and a network of 65 franchisees, taking on his current role in 2016.

Robertson joined in 2004, as a director of The TaxAssist Group, following the successful sale of her own advertising brand and creative business. She has been at director level in a number of roles and most recently as managing director, looking after the UK franchise network.

Mattam said: “The last 25 years has brought about huge changes. What has been a constant is the sense of pride I have in our ever-evolving brand, and how well we have adapted and enhanced our support to our network of accountants and their clients over this time.

“It’s been an honour to be a director for such a forward thinking and supportive employer and with many exciting plans for the future, I’m very much looking forward to driving further growth and expansion over the coming years.”

Robertson commented: “It’s been hugely enjoyable and rewarding to see how well the network has performed and grown

over the last 20 years. I’m so proud of what the network has achieved and the initiatives and efficiencies we have rolled out in this time.”

Daren Moore (left), chief executive of The TaxAssist Group, said: “I would like to congratulate James and Sarah on all they have achieved. Both have exemplified expertise, loyalty and dedication. Over the years they have been invaluable pillars of support and care within our network.

“Their deep knowledge of our business and belief in the TaxAssist model has made a significant contribution to our success and has earnt the respect and admiration of staff, colleagues and franchisees alike.” n

www.taxassistfranchise.co.uk

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

NEWS

HOME CARE FRANCHISE

SureCare’s new recruits to deliver ‘home care of the highest quality’

‘Giving clothing a new lease of life’

THE ZIP YARD has opened in Salford, its second store in Greater Manchester, offering a wide range of services from clothing repairs and alterations, to dry cleaning and soft furnishing restyles.

Franchisee of the Salford store, Kabir Ahmed (above, with Aishah Bibitayo, store manager), has a background in both fashion and business management.

His journey began when he helped his mother run a successful business, which he then combined with formal training in tailoring and fashion design.

Ahmed said: “My curiosity around fashion has been a constant throughout my life, and I’m excited to bring The Zip Yard’s services to Salford. We’re here to provide the highest quality alterations and repairs, offering friendly, personalised services.

“We want to help our customers give much-loved items of clothing a new lease of life, saving it from going to landfill, or simply helping them get the perfect fit – something that instantly improves confidence.”

The new store will create five jobs, including seamstresses, an alteration specialist, and a customer service advisor. Ahmed says that as the business grows, more roles will be created and he hopes to add up to nine more members to the Salford team.

In addition to creating jobs, the company says the Salford store will be promoting sustainable fashion by encouraging people to repair and reuse their clothes, reducing waste and helping to protect the environment. n

www.thezipyard.co.uk/franchise

S

ureCare has welcomed two new franchisees to its network, Faisal Saleem and Onyeka Offor, who have both secured Care Quality Commission (CQC) registrations for their respective home care businesses.

Saleem (below), the franchisee for SureCare Morecambe, Lancashire, previously worked in management roles in the agricultural sector and was motivated to join the care sector after losing both of his parents to Covid-19 within 10 days of each other.

“What happened during the pandemic to me and to many other people was life changing. It made me want to set up my own business in the home care sector and provide vital services to people living in the community.

“While I had plenty of experience managing teams and problem solving, I didn’t have a background in the home care sector. Becoming part of the SureCare family meant that I had an established brand behind me, and all the support that I needed to get going including with the process of gaining our CQC registration.

“I have lived in Morecambe for the last seven years and there is a great sense of community in the town as well as a need for compassionate, high quality personcentred care.”

Offor, the franchisee for SureCare Southport, Merseyside, had worked in the NHS for several years and was keen

“

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

to establish his own business. He chose the home care sector as he wanted to make a real difference to people’s lives.

“I am passionate about providing people in the Southport community with the best possible home care services. While I have experience working in the NHS, I didn’t have a background in the home care sector or running my own business.

“I did a lot of research into setting up a business in this sector and SureCare stood out as the ideal partner.

I liked the fact that they are

● Onyeka Offor (left) with Gary Farrer.

a family business and have been going for 30 years this year.

“Becoming a SureCare franchisee meant that I had an established brand behind me, and all the support that I needed to get going including the process of gaining our CQC registration.”

Gary Farrer, managing director of SureCare, said: “We’re delighted to welcome Faisal and Onyeka on board.

We were impressed with their passion to deliver home care services of the highest quality to people in their respective areas.”

SureCare has been operating since 1994, providing a full range of regulated and non-regulated personal care and support services across the UK. n

www.surecarefranchise.co.uk

We’re delighted to welcome Faisal and Onyeka on board.

We were impressed with their passion to deliver home care services of the highest quality to people in their respective areas.

ADVICE FOR FRANCHISORS

The power of the three Cs in building a strong franchise

By Penny Hopkinson, Founder, Manual Writers International

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uccess is not merely a product of chance but a result of strategic planning and execution. A powerful trifecta lies at the heart of every thriving franchise: creativity, commitment, and consistency. When harmoniously integrated and effectively reflected in the operations manual, these three principles form the bedrock of a franchise’s longterm success and brand loyalty.

Let’s delve a little deeper into how these elements can transform your franchise from ordinary to extraordinary, with a focus on their implementation through knowledge-sharing – i.e., the operations manual.

Creativity: the catalyst for innovation

In an era where consumer preferences evolve rapidly, creativity is the vital force that keeps a franchise relevant and competitive. It’s not just about thinking outside the box; it’s about reimagining the box itself.

To foster a culture of innovation through the operations manual and harness creativity, franchisors must cultivate an environment that encourages innovative thinking at all levels. This involves: l Establishing innovation hubs

Create dedicated sections in your operations manual for sharing ideas and best practices. Include guidelines for franchisees to submit innovative concepts and case studies of successful implementations. l Implementing idea incubation

programmes Outline structured programmes in your manual that allow testing and refining of promising ideas before implementation.

Provide step-by-step processes for idea submission, evaluation, and pilot testing. l Rewarding creative solutions:

Document a robust recognition system

in your manual that rewards franchise owners and their team members who develop innovative solutions to everyday challenges, fostering a culture of continuous improvement.

Does your operations manual start life as a dull, text-heavy tome that nobody reads, gathering metaphorical dust on a digital shelf? Transform it into a dynamic knowledge-sharing environment where everyone is empowered to create great visual content that fosters peer-to-peer engagement – not top-down.

Here, the manual is tailored for the team and created by the team members, which ensures it’s relevant and valuable according to their specific needs.

The goal is to give teams the tools and resources to record their processes, best practices, and know-how in a comprehensive ‘show don’t tell’ digital format. l Bite-sized video helps new team

members get up to speed quickly and ensures critical information isn’t lost when experienced team members leave the franchise. l Involving the team members makes

them feel empowered and valued – especially Millennials and Generation Z. l Involving the team in creating the

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To foster a culture of innovation through the operations manual and harness creativity, franchisors must cultivate an environment that encourages innovative thinking at all levels.

manual fosters a sense of ownership and accountability for keeping it up to date.

Further, team members are encouraged to suggest how to run the business more effectively and efficiently. If taken up by the franchisor as best practice and rolled out across the network, the top suggestions can be announced at the annual conference in the ‘Best Practice Contribution’ awards category.

The winning franchise owner and their team member making the most significant contribution are recognised and awarded for: l Reducing incidents, accidents or wastage.

l Increasing employee retention and customer satisfaction.

Balancing brand consistency with local adaptation

While maintaining brand consistency is essential, allowing for local adaptation can significantly enhance a franchise’s appeal. An operations manual may need to reflect: ➥

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

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

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

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

ADVICE FOR FRANCHISORS preserving core brand elements. Provide clear instructions on how to implement these updates.

l Flexible menu options

Include procedures for introducing region-specific items that cater to local tastes while maintaining core offerings.

Provide a framework for proposing and approving new menu items.

l Scalable systems

Detail operational systems that can be easily replicated and scaled as the franchise grows. Include case studies of successful scaling strategies.

l Customisable marketing campaigns

Offer tailored templates and procedures to resonate with local audiences without compromising brand identity. Include examples of successful localised campaigns.

Commitment: the engine of dedication

Commitment is the driving force that transforms vision into reality. It’s the unwavering dedication of franchisors and franchisees to uphold the brand’s values and deliver on its promises.

Building a symbiotic relationship through knowledge sharing

The franchisor-franchisee relationship is built on mutual trust and support.

Your operations manual should facilitate this by: l Transparent communication channels

Detailing communication protocols and platforms for honest feedback and collaborative problem-solving. Include procedures for regular check-ins and performance reviews. l Comprehensive support systems

Outlining ongoing training programmes, mentorship initiatives, and operational support mechanisms. Provide clear instructions on how franchisees can access these resources. l Shared goal setting

Incorporating a section on collaborative goal-setting processes to foster a sense of ownership and alignment. Include templates for creating and tracking both short-term and long-term objectives.

Investing in continuous improvement

Commitment to excellence requires a dedication to ongoing improvement.

Your manual should address this by: l Regular system audits

Providing detailed checklists and

“

Does your operations manual start life as a dull, text-heavy tome that nobody reads, gathering metaphorical dust on a digital shelf?

procedures for conducting thorough reviews of operational processes to identify areas for enhancement. l Technology integration

Offering procedures on implementing and utilising cutting-edge technologies that streamline operations and improve customer experience.

Consistency: The foundation of trust

Consistency is the glue that holds the franchise network together and the cornerstone of customer loyalty. It ensures that every customer receives the same high-quality experience regardless of location.

Your operations manual should incorporate these standardised operating procedures to maintain consistency across the franchise network. l Develop comprehensive training programmes Detail immersive training experiences beyond basic operations to instil brand values and culture. Include modules, timelines, and assessment criteria. l Utilise technology for quality control

Provide instructions on implementing and using digital systems that monitor key performance indicators across all locations in real-time. l Conduct regular brand audits

Outline procedures for unannounced visits and mystery shopping to ensure adherence to brand standards. Include evaluation forms and scoring systems.

Adapting to change while maintaining core values

In a rapidly evolving market, consistency doesn’t mean rigidity. Your manual should include: l Evolving brand standards

Processes for regularly updating brand guidelines to reflect market trends while

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

The synergy of the three Cs

Creativity, commitment, and consistency work harmoniously, creating a powerful synergy propels a franchise towards sustainable growth and customer loyalty.

Your operations manual should reflect this synergy by: l Innovative solutions

Providing frameworks for creative problem-solving backed by committed execution and consistent implementation across the franchise network. l Brand resilience

Offering strategies for adapting to market changes while maintaining a strong brand identity. Include examples of how the franchise has successfully navigated past challenges. l Customer trust

Detailing best practices for delivering a reliable and evolving brand experience that keeps customers returning. Include customer feedback mechanisms and response protocols.

Conclusion: the path to franchise excellence

In franchising, the three Cs provide a roadmap to excellence. By fostering creativity, nurturing commitment, and ensuring consistency through a comprehensive and dynamic operations manual – a true knowledge-sharing environment – franchisors can build a robust network that survives and thrives in the face of challenges.

As you embark on your franchising journey or seek to refine your existing operations, remember that the true power lies not in implementing these principles in isolation but in their integration within your knowledge-sharing environment.

The delicate balance of innovation, dedication, and reliability, clearly articulated and continuously updated, transforms good franchises into great ones. n

Content marketing can help your franchise stand out

By James Lavender, Content Writer, Mayfly Internet Marketing

W

e live in a world that is awash with information. Think of what your average morning looks like – from checking your emails and your social media feeds to scrolling through news websites or listening to podcasts on your commute. You’re virtually drowning in data before you’ve even started your day’s work.

And it’s not just you, of course. This is the reality of life for everyone now – including your customers. Needless to say, this poses a significant challenge if you’re trying to stand out in a crowded market and get your business noticed.

If you want to break through in this kind of environment, you need to ask: how can you cut through the noise and get prospective customers to pay attention to what you’re offering? And one key answer to this is: content marketing.

Content marketing is a strategy that helps you to attract, engage and retain a loyal audience. That makes it the ideal way to build your brand at a time when attention is scarce and competition is fiercer than ever.

Read on below to find out why content marketing is key for franchise success.

What is content marketing?

Let’s start with a simple definition.

Content marketing involves producing and sharing interesting, useful or entertaining content across a variety of formats. This can be anything from blogs and social media posts to videos, podcasts, ebooks, newsletters and more.

Unlike more traditional marketing activities – paid advertising, for instance – content marketing isn’t directly focused on showcasing your products and services. Instead, your goal is to provide real value for your audience.

You’re trying to inform them or support them, to entertain them or make them laugh.

Of course, you may well be thinking – why? This sounds like a lot of additional work on top of actually running your business. Isn’t it better to just focus on delivering a great service?

Well, the reality is that even the best service in the world won’t sell itself – and this is more true today than ever.

If you want to see success for your franchise, you can’t just do great work.

You also need to get your audience’s attention, build trust, and establish yourself as an expert in your field.

And that’s exactly what content marketing does.

How content marketing helps franchises tell their story

Content is a crucial component of any digital marketing strategy, but it offers unique benefits for franchise businesses.

A strong content marketing approach helps to enhance both the national brand and the local success of each franchise.

Through consistent, high-quality content, you can position your business as knowledgeable, trusted, and relatable, making it easier for locations across your network to attract new customers. This approach is particularly valuable for franchise businesses, as a unified brand message helps strengthen the reputation and reach of each location, driving customer loyalty and brand awareness.

Content marketing also enables franchisees to share the brand’s story locally, providing a trustworthy, relatable presence that’s tied to a particular area.

Whether it’s through blog posts, social media, or videos, franchisees can bring a human element to the brand by sharing

customer experiences, community events, or staff profiles, making each location feel like a unique part of the larger franchise family.

Now, let’s look at how this works in practice. First, we’ll break down the benefits of the various types of content marketing, before exploring some tips to help you get started.

The different types of content marketing

One of the major advantages of content marketing is the sheer variety of approaches you can take. The key content marketing channels include: l Blog posts

Adding a blog to your website is a great way to show your expertise and share useful information, industry analyses, news updates or helpful guides. A regularly updated blog also improves your search engine rankings, helping more people find your franchise online. l Social media

Your social media accounts help to personalise your franchise by creating a space to interact with followers and share updates. Posting behind-the-scenes content, customer testimonials, or highlights from franchise locations helps make your brand feel more relatable. l Videos

Video content is one of the most engaging forms of media available. You could create “meet the team” videos, tutorials, or virtual tours of franchise locations, giving potential customers a dynamic view of your business. They’re shareable across multiple platforms, too! l Podcasts

Podcasts offer an opportunity to dive deeper into topics related to your industry or even the franchise business model itself. They are ideal for thought leadership and storytelling, allowing you www.franchiseworld.co.uk | Winter, 2024 61

FRANCHISE MARKETING MADE EASY

SOCIALS

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SEO

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ADVICE FOR FRANCHISORS to discuss trends, interview experts, or even share success stories from franchisees. l Newsletters

Email newsletters keep your audience informed and engaged over time.

Through a well-curated newsletter, you can share updates, highlight blog posts or videos, and offer exclusive content to subscribers. They can also be tailored to different locations by each franchisee.

As you can see, each specific type of content has its own benefits. By combining them effectively through an integrated content marketing strategy, you can build the visibility of your franchise at a national level while helping locations across your network make those powerful local connections.

Getting started with content marketing for franchises

For all its many benefits, content marketing also poses some challenges. If you’re more familiar with paid channels, it can be difficult to adapt. And of course, there’s the time and energy required to actually create this content in the first place!

But there are some ways to make the process simpler, more streamlined, and more impactful. When starting out with content marketing, you should make sure to:

1 Personalise your content Avoid a generic, unengaging approach to content marketing by putting yourself, your team and your customers front and centre as far as possible. Share personal stories and insights and draw

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Content marketing is a strategy that helps you to attract, engage and retain a loyal audience. That makes it the ideal way to build your brand at a time when attention is scarce and competition is fiercer than ever.

on local experiences from across your network.

2 Emphasise your expertise You know your industry like nobody else. By putting this knowledge at the forefront of your content offering, you can make your franchise a trusted authority and a go-to destination for advice and support.

3 Stay on brand Make sure that all your content reinforces the style, tone and values of your national brand. This will help you to build brand recognition across your network and reassure customers that, wherever they encounter your franchise, they can expect the same quality and commitment.

4 Build a content calendar A coordinated and carefully timed approach can help make your content marketing more impactful. Adopting a content calendar won’t just ensure you can stay on top of what content you need to produce and when – it also keeps your audience engaged with a steady stream of relevant updates. With a well-planned calendar, you can align content with key dates, seasonal trends, or promotions, helping build anticipation and maintaining interest over time.

5 Repurpose as much as you can Turning podcasts into blog posts or using social media content for your newsletter makes it much easier to build an integrated content strategy. This approach not only saves time and resources but also helps reinforce your brand message consistently across channels, ensuring a cohesive experience for your audience.

Content marketing is not a quick win – it’ll take some trial and error and a decent investment of time and effort to see results. But with some concerted effort, the impact on your franchise can be enormous. n

www.may-fly.co.uk

Tortilla and SSP expansion of its partnership

TORTILLA MEXICAN GRILL, the fast-casual Mexican restaurant group, has extended its partnership with the global food travel company SSP Group, for further growth across UK travel hubs.

The new five-year agreement will see Tortilla’s presence in SSP-operated locations triple in size in the UK, expanding from six to 18 sites.

Andy Naylor, chief executive of Tortilla Mexican Grill, commented: “SSP’s ability to secure prime locations in airports and travel hubs has played a key role in driving brand awareness and fuelling our growth across these sites.

“Looking ahead, we see major strategic opportunities to accelerate growth in the UK and Europe, both with existing and new partners.”

‘Growing momentum’

Kari Daniels, chief executive of SSP UK and Ireland, said: “We have growing momentum in our partnership with Tortilla, including new outlets in Glasgow Airport and Leeds train station.

“We’re now looking to the future and the next stage in our journey together to provide more choice of great-tasting takeaway options at more travel hubs across the UK.” n

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

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.

64 Winter, 2024 | www.franchiseworld.co.uk

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

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

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

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

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

Q Which franchise should I buy?

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

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

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

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

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

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

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

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

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

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

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

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

This question is often overlooked.

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

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

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

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

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

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

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

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

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

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

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

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥ www.franchiseworld.co.uk | Winter, 2024 65

NEW TO FRANCHISING?

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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.

Meetings to share Franchise Brands best practice and key appointment developments

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 multi-franchisor, Franchise Brands, has promoted Peter Molloy (above) to group chief executive officer and to the Group’s board.

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.

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

TAXASSIST ACCOUNTANTS has finished a series of nine regional meetings across the country for franchisees to meet company directors and senior support centre staff.

Held annually, the one-day meetings also gave franchisees the opportunity to meet each other and learn about the latest technical, commercial and business development updates from the franchisor.

Sarah Robertson, group director and UK managing director at TaxAssist, said: “It was an absolute pleasure to see our franchisees once again at the recent regional meetings. We really enjoyed touring the UK and found all the meetings to be rewarding, interactive and informative.

“Coming together for face-to-face discussions to share best practice and developments is essential for any network to thrive and it’s been great to catch up with everyone and receive such fantastic feedback.”

‘An inspiring day’

TaxAssist Accountant, Karthik Vasanthakumar, an attendee at the London meeting said it had been an inspiring day: “We focused on growth and new strategies. We discussed our future plans within the network, we reviewed software advancements for better workflows, covered strategic financial services for our clients, explored ways to add value for clients and shared strategies to strengthen client relationships.” n

66 Winter, 2024 | www.franchiseworld.co.uk

Molloy initially joined the drainage and plumbing franchise, Metro Rod, over 20 years ago, and has been an integral part of the Franchise Brands team since it acquired Metro Rod in 2017.

Prior to the promotion, Molloy was chief executive of the Group’s Water & Waste Services division, which includes Metro Rod, Metro Plumb, Willow Pumps, Filta UK and Kemac.

Annualised system sales c.£400m

Franchise Brands says the group has grown rapidly over the past two years following the acquisitions of Filta and Pirtek, with annualised system sales now approximately £400m.

Molloy will be responsible for the dayto-day leadership of the Group across its four principal divisions and shared central functions, and will play a key role in accelerating the company’s growth ambitions, as it also considers a move from AIM to the Main Market of the London Stock Exchange, said Franchise Brands.

Stephen Hemsley will remain as executive chairman of Franchise Brands, focusing on the strategic and corporate development of the company, including future acquisitions.

Hemsley commented: “The Group has reached a scale where the timing is right for the appointment, to separate my responsibilities and provide greater focus on the strategic and commercial development of the business to support our ambitious growth plans.” n

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.

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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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