Franchise World | Winter 2025

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

Winter | 2025

FranchiseWorld Covering franchising since 1978

A winter invitation to join a world-class bakery café With Britain’s love of bakery cafés at an all-time high, and demand growing for quality, French-inspired food and experiences, Paris Baguette is in a strong position to expand and is looking for partners to join its growing network.

Snap Fitness

Financing options with NatWest accessible to both new and existing franchisees.

Razzamataz

The journey from a teacher in the theatre school to franchisee shares her story.

Grain’s casual diner

Inspired by the principles of the BlueZone diet launches its UK flagship store.

GLOBAL BRAND UNIQUE PRODUCT RANGE PROVEN FRANCHISE CONCEPT COMPREHENSIVE FRANCHISE SUPPORT

paris baguette

x & CAFE NEIGHBOURHOOD BAKERY & CAFx

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

Scan to Explore Franchise Opportunities

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

From a Razzamataz teacher to theatre school franchisee Chaneen Bragg shares her story of how she experienced first-hand the positive effect the theatre school had on her autistic daughter that led her to build a business that best fits her lifestyle and celebrates inclusivity.

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BFA annual conference and British Franchise Awards The UK’s leading franchise brands, advisors and suppliers gathered for our annual conference and awards – the two biggest events of the year for the association, with months of planning and hard work delivering a ‘winning’ event for the franchise sector.

– Pip Wilkins, Chief Executive, British Franchise Association

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CONTENTS...

Co-op’s largest campus store at the University of Warwick

The store has been tailored to meet the needs of those living, working and visiting the campus. It can serve in excess of 1,000 customers per hour at peak times between lectures.

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Snap Fitness boosts finance options for franchisees Snap Fitness financing options with NatWest will be accessible to both new and existing franchisees, with the potential to lend up to 70 per cent of total start-up costs for opening a gym.

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A winter invitation to join a world-class bakery café With Britain’s love of bakery cafés at an all-time high, and demand growing for quality, French-inspired food and experiences, Paris Baguette is in a strong position to expand and is looking for partners to join its network.

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Basking Babies welcomes three new network arrivals Basking Babies continues to grow its nurturing network of franchisees that provide classes to parents with a warm, welcoming space to connect, unwind and enjoy the ‘magic’ of bonding with their babies.

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Franchising in the UK: Confidence, growth, and opportunities for 2026

Foodco announces milestone of reaching 100 UK stores

Australian-owned hospitality franchise company, Foodco Group, the owners of Jamaica Blue and Muffin Break, have announced its 100th UK store will open in Sutton, Greater London.

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thexton armstrong: A franchise for leaders who want to make a difference

The business mentoring franchise is seeking partners to help SME ownermanagers sharpen their focus, strengthen profitability, and unlock sustainable growth.

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Body Fit Training’s growth gains strength in London

Body Fit Training is expanding with the launch of a studio in Streatham with franchisees Lauren Hendrie and her team, who opened their first London studio in Battersea.

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Ovenu growth driven by ethics and standards

We have concluded one of our most successful years in our 30-year history, adding 20 vans to our network of 100.

By Rik Hellewell, Founder and Managing Director, Ovenu

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Chicken Cottage makes two senior internal promotions

The quick service restaurant brand has made two internal appointments following UK and overseas growth, as the company re-establishes itself as the halal market leader in fried and grilled chicken.

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FranchiseWorld magazine

The British & International Franchise Exhibition at Olympia, London, is more than just a place to explore over 100 franchise opportunities. It’s a comprehensive event, designed to equip attendees with the tools and insights they need to succeed as entrepreneurs.

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‘It’s been our dream to launch a family-run business’

More Than Loft Ladders mother-andson franchisees launch a loft ladder and boarding installation service, which sees them combine their talents of customer care and craftsmanship.

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Grain’s concept inspired by the Blue-Zone diet

Grain, the clean-label Mediterranean casual diner inspired by the principles of the Blue-Zone diet, launches its UK flagship store in Holborn, London.

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Editor Nick Riding nick@franchiseworld.co.uk

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

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

Winter 2025 – No. 247

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

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

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

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

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

Official Media Partner of the BFA

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

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Page 32 Pet parent pressure? Why today’s pet owners need more support than ever Pet ownership has evolved into a world of soaring expectations and a desire to be the ‘perfect pet parent’ leaving many feeling overwhelmed.

Pet care franchisees can step in by offering a needed source of support and dependable care at a time when owners need it most.

By Kevin Thackrah, Director, Petpals

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Pacifica Local launches in Northern Ireland

Pacifica Local continues to accelerate nationwide growth with the launch of its first franchise in Northern Ireland, marking a brand milestone for its trusted, community-based appliance repair service.

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‘Without doubt, franchising in Australia is big business’

Franchise Australia with a network of industry professionals, headed by its new holding company chief executive David Costello, aims to help both domestic businesses and overseas brands looking to explore growth opportunities in Australia’s franchise sector.

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Proaction Martial Arts & Fitness clubs enter the franchise arena

The East Midlands-born business has entered the franchise arena and become the only accredited martial arts franchise in British Franchise Association membership.

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ActionCOACH’s franchisees ‘fast-track’ success

The business coaching franchise reports it has ‘supercharged’ its UK network with the addition of two standout franchise partners, Vern Dercksen and Kieran Harris.

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ADVISORY ARTICLES Knowing when to take risks as a business owner – and when to play it safe

Running your own business often means walking a tightrope between caution and courage. The balance: steady, methodical work of building something sustainable, and brave leaps that can take your business to the next level.

By Becky Goodfield, Chief Operations Officer, Drama Kids

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Meaning matters: why purpose-driven franchising is on the rise

For decades, entrepreneurship was seen as a fast track to financial independence. But today, a different motivation is driving people: choosing ventures that enrich lives, strengthen communities and contribute to a better future.

By Frank Milner, Global President, Tutor Doctor

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Franchisee Advisory Councils keep networks connected via a two-way forum

When exploring a franchise it’s easy to focus on the numbers, but one of the clearest signs of a strong and trustworthy franchisor isn’t just found in the financials, it’s how they listen to their network.

By Lisa Stead, Interim Chief Executive, Stagecoach Performing Arts

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Five reasons you’re not recruiting franchisees and how to fix them

Some franchisors say recruitment is challenging in today’s hyper-digital world. But with the right media presence which is authentic and consistent can build brand credibility that strengthens the recruitment process.

By Lucy Archer, Co-founder, Rev PR

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Know your reader before you create the operations manual

The effectiveness of an operations manual begins with a single, defining choice – knowing exactly who you’re writing for. Without an understanding of your reader, even the most detailed procedures can fail in practice.

By Penny Hopkinson, Chief Executive, Manual Magic AI

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Website compliance: legal developments and practical insights for franchisors

In today’s digital-first world, a franchise’s online presence is often the first point of contact with consumers.

But with that visibility comes legal responsibility, and the compliance landscape is more complex than ever.

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

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How franchising solves challenges service-based businesses face

The franchising model with proven systems, structure and support can offer solo service-based operators the opportunity, and confidence, to grow a sustainable and scalable business.

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

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Digital marketing mistakes franchises often make

To be a successful franchise in 2026 and beyond, it’s a non-debate that your business needs some kind of digital presence. Not just that, you need to have a dedicated digital marketing strategy in place to help grow your franchise within its niche.

By Rob MacFarlane, Content Writer, Mayfly Internet Marketing

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

The fundamental issues of franchising.

By Nick Riding, Editor, Franchise World

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

CO-OP’S LARGEST CAMPUS STORE

Co-op’s largest campus store at the University of Warwick ● The outlet’s 20 self-service till points, alongside manned tills, can serve in excess

of 1,000 customers per hour at peak times between lectures during the university day.

C

o-op has opened its largest campus store at the University of Warwick, Coventry, which has been tailored to meet the needs of those living, working and visiting the campus.

The new franchised outlet focuses on food to go, meal deals, hot food and includes an in-store bakery and Costa coffee. With its diverse international student base, there is also an extended world foods range that sits alongside fresh and healthy produce, ready meals and everyday essentials.

Co-op said the outlet’s 20 self-service till points – the most in the company’s estate – alongside manned tills, can serve in excess of 1,000 customers per hour at peak times between lectures during the university day.

way for us to connect with the next generation of Co-op member.

“Collaborating with the University of Warwick allows us to bring Co-op quality, values and membership to more young people, and to serve and support the diverse and dynamic campus community.”

‘Co-op is the partner of choice’

Matt Drew, director of food and beverage at the University of Warwick, said: “With our shared values and commitments to sustainability, Fairtrade, inclusivity and food quality, Co-op is the partner of choice for Warwick and an exciting new addition for our campus community.”

Martin Rogers, director of partnership

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development at Co-op, added: “Our university franchise stores are a fantastic

The Warwick campus store also includes an independently operated Post Office, along with the sale of the university’s branded merchandise. n

www.coop.co.uk/franchise

NEWS

Snap Fitness boosts finance options for franchisees S

nap Fitness reports it has increased the funding options for its UK & Ireland franchisees following a new agreement with NatWest.

The high street bank will now be an approved finance provider for the brand, with the potential to lend up to 70 per cent of total start-up costs for opening a new Snap Fitness gym.

The fitness brand said that the new finance options will be accessible to both new and existing franchisees and as well as funding new club openings, NatWest will support gym refurbishments and investment in existing locations.

The agreement has been reached following close collaboration between Rene Swart, director of finance at Snap Fitness EMEA, and NatWest.

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Having another funding path for potential franchisees is great for making our franchise opportunity more accessible.

Tom Barnes, franchise development manager at NatWest, commented: “We’ve been really impressed at how Snap Fitness has performed over recent years. They’ve developed a strong track record of supporting franchisees to operate and sustain profitable businesses and we hope we can play a part in their ambitious growth plans.”

‘Confidence in our brand’

Kevin Yates (right), chief executive of Snap Fitness EMEA, said: “The fitness industry is thriving right now and having another funding path for potential franchisees is great for making our franchise opportunity more accessible.

“It’s testament to everyone that we’ve been able to make this happen. The continued performance of our clubs has given the NatWest team incredible confidence in our brand and we’re really looking forward to working with them.”

will provide entrepreneurs with a wider range of competitive funding options.

Snap Fitness added that with the fitness industry at record market value and membership levels (2025 State of the UK Fitness Industry Report), the partnership

l Snap Fitness currently has 107 locations across the UK & Ireland and plans to open 20 new gyms over the next 12 months. n

www.snapfitness.com/franchise

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

FRANCHISEE CASE STUDY

From a Razzamataz teacher to theatre school franchisee C

haneen Bragg, the new Principal of Razzamataz South Lakes in Cumbria, shares her story of how she experienced first-hand the positive effect the theatre school had on her autistic daughter, and how she is navigating being a mother while building a business that best fits her lifestyle and celebrates inclusivity.

In the beginning

My background is in education and professional studies but I also danced in competitions from the age of just three up to being an adult. I have three children aged 15, 13, and five, and have been involved with Razzamataz since my middle daughter was just four.

My daughter was originally at the school in West Cumbria but when we moved, we signed her up to the Penrith school.

It’s really the only thing she’s ever stuck to and as a young person with autism, being a part of Razzamataz has done so much for her confidence.

When she was around the age of eight, someone asked her why she loved Razzamataz and her response was that it was a place she could go to and be herself without feeling judged.

Professionally, Razzamataz has been significant in my life because I have been a Razzamataz teacher for the past four years, teaching across all three disciplines of dance, drama and singing and working with every age group as well as coordinating and running all of our holiday, school, and nursery clubs.

The lightbulb moment

I truly understand the appeal of Razzamataz from both the parent and teacher perspective, so when the opportunity came to take over the South Lakes school, it just felt like the right thing to do.

I have had so many ideas from a teaching perspective and really wanted

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

● Chaneen Bragg (right) with Denise Gosney, Razzamataz founder and managing director.

the chance to take on more of a leadership role so I could continue to make a difference in the lives of children and their families by being as inclusive as possible.

Having access to the arts has really transformed my children. For my daughter, it has built her self-belief as well as giving her the tools to have a much better understanding of social situations.

For my son, who was a ‘lockdown baby’, the Early Years classes have been so beneficial to build his social interactions and give him more confidence, and I knew there would be so many more families like ours who could benefit from Razzamataz.

Why franchising

Over the years, I had looked into various franchises but I didn’t connect with any of them in the same way I connected with Razzamataz.

A few years ago, I attended a Razzamataz Discovery Den and while the support and training that was offered really stood out to me, it just wasn’t the

“

The support and training has been impeccable. Head office are always available to answer questions and point you in the right direction, which has been invaluable.

right time for me personally. Although I have been self-employed before, I’ve never run a business on this level so the knowledge, training and support offered has been very welcomed.

Even as a teacher, I truly appreciated the support from head office, from organising events like the Creative Development Days to providing online training that offered valuable opportunities for CPD (Continuing Professional Development).

Starting the journey

The support and training has been impeccable. Head office are always available to answer questions and point you in the right direction, which has been invaluable to me.

Although it is early days, I’ve felt very supported in the challenges that I’ve faced. Whether it is practical advice to answer specific questions or just a ‘how are you doing’ text, it’s been lovely to know that they are with me on this journey and I don’t have to figure it out all on my own.

Overcoming challenges

As I’ve just taken over, I’m working on making a few adjustments to better fit my lifestyle. I have a large customer base so this will be done in small tweaks to reflect a working week that better suits my family.

NEWS

● Razzamataz South Lakes students.

But I can already say that I feel like I have more freedom. If there’s an emergency or one of the kids is ill, I have a great team around me and I can delegate and prioritise my family, this makes me feel like I have less pressure on me.

One of the most reassuring aspects of being part of a network like Razzamataz is knowing that challenges are simply a natural part of running a business. The support and guidance I’ve received have given me the confidence to handle them with resilience. It’s a lovely, honest approach which has given me a lot of encouragement and assurance.

Highlights and rewards

I’m already starting to put my stamp on the school in terms of the value and culture, which is something very important to me to nurture and develop.

I’ve arranged several community performances for the students, as I want to give them as many opportunities to perform as possible.

While it’s wonderful that we can offer incredible opportunities overseas, such as Disneyland Paris, New York, and performing on London’s West End stages, these experiences aren’t accessible for every family or child.

That’s why I am committed to creating meaningful local opportunities that allow every student to build confidence and experience the joy of performing.

The Razzamataz ethos

Razzamataz is very different from many after-school activities. While we encourage children to step out of their comfort zones, we do so in a gentle,

“

I want Razzamataz to be even more inclusive, not just for the children, but for parents too, helping them fall in love with what we do and see it as a meaningful part of family life.

supportive way, making it an ideal environment for children who are shy or nervous.

I also have extensive experience working with children with autism or ADHD (Attention Deficit Hyperactive Disorder), and I understand how crucial it is to involve families in their personal growth. By working collaboratively with parents and families, we ensure every child can achieve their full potential, whether on the stage or in their personal development.

Looking to the future

I’m very fortunate that Razzamataz South Lakes has such strong foundations, and I’m excited to build on that by deepening our connections with both our students and their families.

I want Razzamataz to be even more inclusive, not just for the children, but for parents too, helping them fall in love with what we do and see it as a meaningful part of family life.

Black Sheep sign seven-store deal

BLACK SHEEP COFFEE has announced a seven-store development agreement for the rollout of stores covering the county of Cambridgeshire.

The territory has been awarded to MJP Coffee Ltd., operated by Tom and Laura McEwan who bring strong backgrounds in hospitality and multi-unit operations.

Black Sheep Coffee said the highly experienced duo will introduce the brand’s distinctive coffee and bold energy to a mix of locations and store formats. The partnership will see sites open in both urban and commuter hotspots, with plans to develop stores across the county and surrounding areas.

Signature customer offering

Each location will showcase Black Sheep Coffee’s signature offer – speciality-grade Robusta coffee, colourful matcha lattes, freshly made Norwegian waffles, and an all-day food menu.

Izzy Childs, Black Sheep Coffee EMEA growth director, commented: “Cambridgeshire is an exciting market with huge potential, and we’re looking forward to seeing Tom and Laura bring our experience to life across the region.”

We’re achieving this by involving families more through our newsletters and communications, and by bridging the gap between what happens in class and at home, so everyone feels connected, informed, and part of the Razzamataz journey. n

Black Sheep Coffee added that the new agreement further strengthens its position as one of the UK’s fastestgrowing independent coffee brands, driven by a scalable franchise model and a community-first approach. n

www.razzamataz.co.uk/discovery-dens

www.blacksheepcoffee.co.uk/franchise

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

BAKERY CAFÉ FRANCHISE

A winter invitation to join a world-class bakery café franchise A

fter all the rushing around and last-minute shopping over the festive season, there’s nothing better than taking a moment to relax in a warm, welcoming bakery café. A place with friendly staff, the smell of fresh pastries and a community feel that makes everyone feel at home.

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At Paris Baguette, our cafés are spaces where people come together – to work, to catch up, to celebrate special occasions or simply to enjoy a bit of quiet time with a good coffee. This winter, we invite you to discover what it means to be part of a brand that blends quality, comfort and genuine hospitality.

A season of celebration and growth in the UK

From our first UK openings at Battersea Power Station and High Street Kensington, to the recent launch of our first franchise in Canary Wharf in October 2024, Paris Baguette has continued to find its place in the hearts, and appetites, of Londoners.

Throughout the festive season and beyond, we’re building on that momentum with new bakery café openings in Westfield London, Notting Hill Gate and Southbank, important steps in our wider UK growth journey.

With Britain’s love of bakery cafés at an all-time high, and demand growing for quality, French-inspired food and experiences, Paris Baguette is in a strong position to expand and we’re looking for partners who want to grow with us.

Why choose Paris Baguette? l A trusted global brand

l A strong and expanding UK market

The UK’s bakery café industry continues to grow, with customers looking for places that offer comfort, connection and well-made food. Our combination of artisan baking, seasonal products and modern, inviting interiors gives guests a reason to return again and again. l Support you can rely on

From choosing the right site to store design, training, marketing and day-today operations, our team is on hand to help you build a café that performs well and feels great to run. We support franchisees throughout the year, not just during busy seasons.

l Leadership that works with you

Our UK leadership team is hands-on, approachable and focused on helping franchise partners build strong, successful businesses that genuinely contribute to their local communities.

A menu made for winter magic

Step into a Paris Baguette café this season and be greeted by the comforting smell of buttery croissants, mince pies, sausage rolls and beautifully decorated celebration cakes. Add a gingerbread latte or a classic hot chocolate, and you’ve got the perfect winter ritual.

Our menu brings together timeless French baking with seasonal favourites, from elegant celebration cakes to warming savoury bakes and indulgent treats like tiramisu. Whether guests pop in for something festive or simply want a quiet moment to themselves, there’s always something worth enjoying.

Built on what matters

At Paris Baguette, our values of Craftsmanship, Authenticity, Kindness and Excellence guide how we work and how we treat the people who walk through our doors. We focus on creating warm, welcoming spaces where people can relax, connect and enjoy good food made with care.

When you join Paris Baguette, you’re not simply opening a bakery café. You’re creating a place your community can count on – somewhere to meet friends, mark a special moment or just enjoy a quiet break with a favourite pastry.

Looking ahead

As the end of the year approaches and the new year begins, many businesses

are preparing for what’s next. For those exploring new opportunities, Paris Baguette offers the backing of an established global brand, a proven franchise model and a team committed to supporting your success.

Whether you’re an experienced operator or new to franchising, we’re here to help you bring great food, warm hospitality and a welcoming bakery café to your neighbourhood in the year ahead.

Ready to take the first step?

Contact Belinda Remarczyk: belinda@parisbaguette.co.uk

Let’s bring warmth, flavour, and a touch of Parisian elegance to your neighbourhood. n www.franchiseworld.co.uk | Winter, 2025 11

Advertorial

Since 1988, Paris Baguette has grown into a globally recognised bakery café brand, now operating in 13 countries with more than 4,000 locations. Our expansion in the UK is an opportunity to bring our approach to quality food, great coffee and welcoming spaces to more neighbourhoods.

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From choosing the right site to store design, training, marketing and day-to-day operations, our team is on hand to help you build a café that performs well and feels great to run.

PARENT AND BABY CLASSES FRANCHISE

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It’s such a rewarding feeling to be part of something that makes such a difference to families.

– Becky Stead

● Basking Babies new arrivals (from left): Natalie Williams, Gemma Debnam and Becky Stead.

Basking Babies welcomes three new network arrivals B

asking Babies continues to grow its nurturing network of franchisees bringing its parent and baby classes to more families across the UK. The latest three arrivals are Gemma Debnam (Weald, Kent), Becky Stead (Chelmsford, Essex) and Natalie Williams (Waterlooville, Hampshire).

All three franchisees have a background in early years and education, and will blend their passion for learning with their love of supporting families through the early stages of parenthood.

Their classes will provide local parents with a warm, welcoming space to connect, unwind and enjoy the ‘magic’ of bonding with their babies.

Franchisee comments

Debnam, after more than 16 years in education – including time teaching in Hong Kong and working as an assistant headteacher – decided to step back to focus on her family after having her second child and is excited to launch her own classes.

“After leaving teaching I really missed that sense of purpose and connection from helping others learn and grow.

When I discovered Basking Babies, it just felt right – everything I loved about education, but in a way that fits around my life as a mum. I can’t wait to build something special for local families.”

Stead, also a mum-of-two, who first attended classes with her children has taken over Chelmsford and is excited to continue the legacy of a community hub for families to relax, bond and feel truly supported.

“I absolutely loved Basking Babies classes with my boys – they were such a positive part of my early motherhood journey. When I found out the franchise was available, it felt like fate. It’s such a rewarding feeling to be part of something that makes such a difference to families,” said Stead.

Williams has experienced the warmth and support of Basking Babies after attending classes with her daughter

12 Winter, 2025 | www.franchiseworld.co.uk

and is now excited to offer the same nurturing environment to families in the community.

“Our classes will be calm and gently paced, offering parents space and time in their week to take a moment to relax... and enjoy a drink while it’s still hot!,” commented Williams.

‘Like-minded individuals’

Carla Davison, founder of Basking Babies, welcoming the three new franchisees, said: “All truly understand the difference our classes can make.

Watching our network grow with like-minded, supportive individuals who want to build meaningful connections in their communities is incredibly rewarding. It’s exactly what Basking Babies is all about.”

l Basking Babies offers pregnancy relaxation, sharing and support circles, baby massage and reflexology, and baby yoga classes. n

www.baskingbabies.co.uk/franchise

BFA CELEBRATES A YEAR OF SUCCESS

BFA annual conference and British Franchise Awards

By Pip Wilkins, Chief Executive, British Franchise Association

T

he UK’s leading franchise brands, advisors and suppliers gathered at the Telford International Centre, November 2025, for our annual conference, sponsored by Citation and Constant Contact, which was followed by the BFA HSBC UK British Franchise Awards 2025.

These are the two biggest events of our year, with months of planning and hard work going into delivering a fantastic day for everyone.

BFA conference: The agenda

The conference is a learning and networking event, with experts in their fields sharing best practice, top tips and ‘things to avoid’ for a professional, ethical franchisor. Events took place in the main conference room and a number of breakout rooms, each hosting pre-booked educational sessions from legal updates to tips on writing a successful award entry.

Data driven

Theo Millward (franchisor of Swimtime and founder of franchise software company Franscape) and I opened the event with a fun video of a track day at Donington Park in Theo’s BMW 116 Trophy racing car.

“

As ever, our members have coped admirably with everything the economy has thrown at them and still managed to maintain a failure rate of less than six per cent for over 20 years.

– Pip Wilkins

Whilst the audience enjoyed the sight of me, a first-time racer tackling the track, there was a serious point to the video – data can be used to make gains in business and is ignored at your peril.

Using sophisticated in-car technology, Theo was able to identify where improvements could be made in two key areas, which resulted in an 85% improvement overall (an impressive 12.2 seconds off my original lap time).

The point was that franchisors should be using the data available to them in their businesses, to help spot issues and opportunities and run their businesses in a much more efficient and successful way.

AI – it can’t be ignored

The conference’s two keynote speakers Piers Linney, founder of Implement AI and former Dragon on BBC’s Dragons’

Den, and entrepreneur Daniel Priestley, both had the same message – AI is here, it’s powerful and it’s going to change the way we do business (it’s also the worst it is ever going to be). Everyone left the room better informed, if not slightly alarmed at the rate of change.

“Investment vs ROI = conference winner”

Jonathan Sabater Romeros, chief operations officer at CareYourWay, who won this year’s Franchisor of the Year – Emerging, described their visit to the conference: “It was our first experience of the conference, and we left with two very clear thoughts. First, how inspirational the whole event was and secondly, what a fantastic return on our investment it proved to be.

“We came away with dozens of new ideas on how to strengthen and accelerate the growth of the business ➥ www.franchiseworld.co.uk | Winter, 2025 13

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.

BFA CELEBRATES A YEAR OF SUCCESS and the brand. So, while there is an investment involved in attending, it is worth every penny many times over.”

we’ve been chosen as a finalist, surely now it’s shopping for black tie outfits time? Not quite.

British Franchise Awards: The journey of entrants

‘Best in Franchising’ campaign

The road to the finals began for most in April 2025, when we opened the BFA website for entries. At some point between then and 2nd June 2025, brands spent long hours drafting their entries; 1,000 words summing up their accomplishments over the past 12-months, containing enough detail to give judges a truly 360 degree view of their brand, whilst of course, answering the brief. The names of the finalists were revealed at the end of June 2025.

So, is that it? Is the hard work over?

Can the finalists start choosing their awards outfits? Not yet.

In early July 2025 finalists were invited to an online session before a panel of judges, who questioned them further about their entries, digging deeper, behind the words on the page to help them choose their ultimate winners.

‘Seamless’ judging process

Sabater Romeros said: “Every stage, from submitting the entry to the judging

and filming process was seamless. We truly enjoyed being part of such a wonderful programme.

“It also gave us the chance to pause and reflect on how far the brand has come and to write, from the heart, about something that has become such a huge part of our lives. Being recognised as a finalist alone felt like an honour.”

“

So that’s it, the entry has been drafted,

In September finalists were invited to take part in the ‘Best in Franchising’ filming week, at a house turned film studio where they answered such questions as what inspired them to start their franchises and what the vision was for their brand. These videos were then used in a digital marketing campaign that was seen by 800,000 people over a six-week period.

“A time to reflect”

Ben Ashton, founder of GoodOaks Homecare, agreed that whilst it had taken effort to enter the awards, he was glad they had taken part: “Preparing our

entry was a significant piece of work, but it was incredibly worthwhile. The process gave us the chance to pause and look back at everything we’ve achieved as a network. Pulling it all together reminded us just how far we’ve come and how much collective progress has been made.”

So now it’s time? Yes, the hard work is over, get your glad rags on, it’s awards time.

clear; the personal services sector is steamrollering ahead in pursuit of victory.

Of the winners in 2025, 66% were from personal services brands which is not surprising when we consider the 53% growth in the sector from 2018 to 2024, according to the most recent BFA survey sponsored by NIC Local, in October 2024.

Domiciliary home care big winners

However, the big winner on the night wasn’t just personal services, but a subsection of that category, domiciliary home care. In case you missed it, in an incredible result, domiciliary home care brands took home the three top awards, ‘Franchisor of the Year – Established, Expanding and Emerging’.

Add to this the fact that another British domiciliary home care brand, Right at Home, are the current holders of the EFF (European Franchise Federation) ‘Franchisor of the Year’ award, and you’ll see why this really is a stellar year for the ‘dom’ care sector.

David Glover, chief executive of winner Caremark, said: “Winning Franchisor of the Year – Established (Gold) is an incredible honour, that reflects the dedication and hard work of our entire team.

“The last 12-18 months have been remarkable. We launched some excellent initiatives on a very solid base, which

The story behind the results

After the many months of hard work, one of the most interesting things for us at the BFA is to look at the winners as a data study – what do the results tell us about the industry; does it throw up any interesting patterns and if so, what can we learn from them?

Personal services sector

This year’s ‘message’ was loud and

The last 12-18 months have been remarkable. We launched some excellent initiatives on a very solid base, which we’ve spent the last four years building and it’s deeply gratifying to see that foundation pay dividends. – David Glover

we’ve spent the last four years building and it’s deeply gratifying to see that foundation pay dividends.”

“Clever use of marketing”

Glover continued: “I believe we won this award because we’ve remained relentlessly focused on delivering tangible value to our franchise network via support and investments. This last year, we made excellent gains in ➥ www.franchiseworld.co.uk | Winter, 2025 15

BFA CELEBRATES A YEAR OF SUCCESS national marketing, delivering thousands upon thousands of high-quality leads for our network.”

“Economies of scale equals network savings”

“We also signed million-pound technological contracts with tech giants, saving our network thousands of pounds every year. This contract is not only financially efficient, but it also positions us at the forefront of technological advances in the home-care industry,” said Glover.

“Specialised new recruits”

Glover added: “Perhaps most importantly, we’ve continued to build out our support centre with key new positions. Our network needs and deserves specialist support across all areas of the business. By bringing in talented professionals in critical roles, we’ve ensured that every franchise owner has access to the expertise they need to thrive.”

“Stay true to who you are”

Ashton said: “We’re absolutely delighted to have won Franchisor of the Year – Expanding for 2025! It reflects the strength of the GoodOaks network and the community of like-minded franchise partners we’re building.

“For brands entering for the first time, my advice would be simple: stay true to who you are. Our mission has been the same from the beginning and keeping that at the centre of everything we do has made a real difference.”

“A dream come true”

Sabater Romeros said it is nothing short of a dream come true winning Franchisor of the Year – Emerging: “When my mother and father began this journey in 2005, their hope was simply to build something bigger than themselves.

“If someone had told them on that very day that they would one day win one of the biggest awards in the franchising sector, in front of some of the most respected and widely recognised figures in the industry, I am certain they would have laughed them out of the office. To see that dream become reality means more than words can express.”

NEWS

“Domiciliary home care – an in-demand industry”

Commenting on domiciliary home care’s triple win, Glover said: “The fact that three brands won all three ‘Franchisor of the Year’ awards this year speaks volumes. First and foremost, it shows that the industry is in demand – by both customers requiring care, and prospective franchise owners.

“But, most importantly, it shows that these care brands are getting it right.

We’re not just succeeding because there’s demand, we’re excelling because we’ve built robust, responsive franchise models that truly support our networks.”

Franchising continues to thrive

There’s no doubt that franchising is still in a very good place. As ever, our members have coped admirably with everything the economy has thrown at them and still managed to maintain a failure rate of less than 6% for over 20 years. No mean feat.

This year’s winners have clearly demonstrated that committed leadership, investment in technology and support for franchisees are key factors to being an award-winning franchisor. We can’t wait to see what our industry will deliver in 2026.

British Franchise Award winners Franchisor awards

l Franchisor of the Year – Established

Caremark (Gold) Premier Education (Silver) l Speedy Freight (Bronze) l l

l Franchisor of the Year – Expanding l

GoodOaks Homecare

l Franchisor of the Year – Emerging l

CareYourWay

Franchisee awards

l HSBC UK Best in Class Multi-Unit

l Roger Khoryati, McDonald’s Restaurants

l HSBC UK Best in Class Multi-Brand l

Angelina Mouralidarane, Iceking Group

l The BFA HSBC UK Franchisee of the Year – People’s Choice l Marlene Meyer, Mini First Aid

l Click here to see the complete list of our 2025 award winners. n

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

TaxAssist resale in Shepperton

TAXASSIST ACCOUNTANTS Shepperton has announced a change in ownership with Robin Nagpal (below) taking over the practice from Roland Wood, who successfully ran the business for 24 years.

The practice supports more than 440 local businesses and individuals across Shepperton, Egham, Staines and Sunburyon-Thames.

Nagpal said: “Providing a firstclass service is my top priority. Roland will remain involved during a handover period and, together with our excellent existing team, we’ll ensure a smooth and seamless transition.

“We’re also ambitious for growth and plan to expand our reach by opening additional offices in the future.

“We offer a free initial consultation about our services, which include accounts preparation, tax returns, payroll, bookkeeping, tax planning, and a wide range of business advisory and financial planning solutions.”

A ‘fantastic’ supported journey

Reflecting on his time with TaxAssist, Wood said: “It’s been a fantastic journey.

I’ve thoroughly enjoyed nearly a quarter of a century as a franchisee – building a great team and lasting friendships with clients.

“I couldn’t have achieved this without the tremendous support from TaxAssist’s Norwich Support Centre.” n

www.taxassistfranchise.co.uk

MULTI-BRAND FRANCHISOR GROWTH

● Jamaica Blue team members, Amaya White and

Heleena Phull with, from left, Michael Johnston, Mike Arbuckle and Chris Milne.

Foodco announces milestone of reaching 100 UK stores A

ustralian-owned hospitality franchise company, Foodco Group, the owners of Jamaica Blue and Muffin Break, have announced its 100th UK store will open in Sutton, Greater London.

The Jamaica Blue store, scheduled for early 2026, will offer customers its exclusive Jamaica Blue Mountain coffee with brunch-style made-to-order food.

Foodco first entered the UK market in 2001 with the first Muffin Break store opening in Derby, and Jamaica Blue debuted in Cambridge, 2014. The group’s total number of stores will consist of 85 in England, eight in Scotland, six in Northern Ireland and a single store in Wales.

“

Commenting on the milestone, Mike Arbuckle, chief executive of Foodco Group, said: “Reaching 100 locations will be a testament to our incredible franchise partners, our loyal customers, and the dedicated teams behind each outlet.

“There’s a huge appetite for our quality coffee, freshly baked-on-site goods and menu offerings which use only fresh, premium ingredients.”

Foodco said it has seen a growing number of franchisees expand into multi-store ownership, investing in both Muffin Break and Jamaica Blue across the UK. The largest franchisee currently operates 19 stores under both of the café brands.

Our dedicated operations team provides ongoing support at the shop front, fine-tuning processes, resolving issues, and guiding both franchisees and their staff to ensure operational excellence. – Chris Milne

The company’s growth strategy extends into 2026, with five further stores scheduled for launch across Northern England and Greater London in the first two quarters, and a potential expansion into the Republic of Ireland in 2027.

Arbuckle added: “We’re exploring smaller, food-to-go outlets, and we’re in discussions with airports and train stations to bring Muffin Break and Jamaica Blue to high-footfall travel hubs across the UK.”

Chris Milne, head of finance at Foodco, commenting on its franchise model, said: “One of the key drivers of our success is the consistent profitability of each franchised store, achieved by closely adhering to our business KPIs. We strive to negotiate fair rental agreements that allow the franchisee to maintain good margins.” n

www.foodco.com.au/own-a-franchise

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

Secure your UK territory.

Build your business.

Create your future.

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

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

SME MENTORING FRANCHISE

thexton armstrong: A franchise for leaders who want to make a difference F

ounded in the Netherlands in 2011, thexton armstrong has spent more than 14 years guiding small and medium-sized enterprises (SMEs) through turbulent times. From the financial crisis to Brexit, COVID-19, and inflationary shocks, SMEs have had to adapt constantly.

Why thexton armstrong stands apart

Unlike traditional consultants, thexton armstrong mentors do not deliver reports and walk away. Instead, they guide SME owners through every stage of the ‘Entrepreneurs’ Journey’, building longterm relationships and working side by side to uncover opportunities, confront challenges, and put practical improvements into action.

From the early stages of business setup, through periods of growth and acceleration, to planning a successful exit, thexton armstrong ensures that knowledge is transferred at every step.

Business leaders become more capable, confident, and independent – able to make informed decisions without relying solely on external advice.

This approach focuses on both the business and the individual owner, aligning commercial performance with

“

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

“

personal ambitions. The result is measurable change: businesses that are more resilient, more profitable, and led by owners who feel in control of their future.

How the franchise works

Franchise Partners operate in exclusive territories, equipped with a comprehensive toolkit and ongoing support. The journey begins with a structured onboarding and training programme that combines mentoring skills, consulting frameworks, and client acquisition techniques.

Partners then gain access to a suite of proven tools and programmes, including the Profit Leakage Application, which pinpoints where and how much profits (in £’s) are being lost and highlights strategies to recover them.

A distinctive client engagement model also sets thexton armstrong apart.

Prospective clients are taken through three complimentary sessions – Discovery, Profit Leakage, and Planning/Proposal – that build trust and demonstrate value before they commit to an annual mentoring programme.

Franchisees typically work with between eight and twelve SME clients at a time, with services delivered on a monthly fee basis that ensures both affordability for clients and predictable recurring income for franchisees.

Who thrives with thexton armstrong?

The franchise appeals to entrepreneurial professionals who want to combine independence with the backing of a proven system. Many come from backgrounds in senior management, consulting, or business ownership, bringing with them the commercial acumen and people skills needed to engage business owners as trusted equals. Those who thrive are proactive, empathetic, and motivated by making a tangible impact on others’ success.

The ongoing support network

Once established, franchisees are supported through regular workshops, peer learning exchanges, and one-to-one coaching from experienced mentors. A suite of marketing and business development resources helps to maintain a strong pipeline, while online collaboration platforms enable partners to share knowledge and best practices across the network.

The model is designed to ensure that franchisees are independent in their client work, yet never isolated in their own business journey. l Request your free information pack today and take the first step towards building a business with both purpose and profit. n

www.thextonarmstrong.co.uk

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

Advertorial

Through it all, thexton armstrong’s business mentors have helped ownermanagers sharpen their focus, strengthen profitability, and unlock sustainable growth. Now, this proven international franchise is launching in the UK – just as SME leaders need it most.

You are not just building your own business – you are helping SMEs secure the future of the UK economy.

ADVICE FOR FRANCHISEES

Knowing when to take risks as a business owner – and when to play it safe

By Becky Goodfield, Chief Operations Officer, Drama Kids

R

unning your own business often means walking a tightrope between caution and courage. Every franchisee knows that balance: the steady, methodical work of building something sustainable, and the brave leaps that can take your business to the next level.

But how do you know when to take those leaps – and when to hold back?

In franchising, risk can be much less reckless. The very nature of the model means you’re never truly on your own.

A proven system, strong brand identity and a supportive network give franchisees a safety net that independent business owners often lack.

Yet even within that framework, there comes a time when every franchisee faces a crossroads: Do I expand, invest more or consolidate what I have and strengthen my foundations?

Here, I explore how franchisees can identify the right moments to take a leap, how preparation turns uncertainty into opportunity, and why the most successful business owners are those who balance courage with careful planning.

Understanding the difference between a leap of faith and a calculated risk

It’s tempting to think of risk as something to be feared – the unknown, the unpredictable. But in business, not all risks are equal. The difference between a reckless risk and a wellconsidered one often comes down to:

1: Knowledge Do you understand what you’re stepping into?

Gather data, ask questions and lean on

your franchisor’s expertise. The best risks are based on insight, not impulse.

2: Support Who has your back?

In franchising, your network is your greatest asset. Before taking a big step, speak to other franchisees who’ve done it before. Their lessons can be invaluable.

3: Self-belief Are you ready for the challenge?

Taking a risk requires confidence – not arrogance – that you can handle what’s ahead. If you’re constantly secondguessing yourself, it might not be the right time.

Growth built on gut feeling and good judgment

For Louise Parsons (below), Principal of Drama Kids Cardiff West, risk-taking has been part of her success story – but never without careful thought.

Louise first joined Drama Kids as a teacher and, after eight years, the opportunity arose to invest in her own academy.

“It just felt like the perfect time,” she said. “Both of my children were in fulltime school, and I didn’t want to go back

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

to a 9-to-5 office job. I already knew the business, the people, and the support was there. It felt safe – even though it was technically a big step.”

Within a year of running her first academy, Louise decided to take on a second territory – Monmouthshire and Newport. It was a major move that meant new staff, new systems and new responsibilities.

“It was definitely a risk,” she admitted, “but one I felt ready for. I’d done my homework, I had support from head office, and I believed in what I was building.”

Since then, Louise’s confidence has grown alongside her business. She’s now preparing to launch a new academy in the northeast of England, where she’s originally from – running it remotely from Cardiff.

“Each time I’ve taken a risk, it’s been after careful discussion and planning.

I look at the numbers, I think about the logistics, and I go with my gut. You’ll never know what’s possible if you don’t give yourself the chance to try.”

How to balance bravery and caution

Finding the right balance between boldness and restraint is a skill that grows with experience. The most

FITNESS STUDIO FRANCHISE

“

As Louise’s experience shows, the right risks, taken at the right time, don’t just grow a business.

They grow the person behind it.

successful business owners don’t avoid risk altogether – they learn how to take the right ones at the right time.

Here are five ways to approach risk with confidence and clarity:

1: Don’t confuse fear with intuition

Feeling nervous is natural. But if your hesitation is based on uncertainty rather than a genuine warning sign, it may be time to trust yourself and move forward.

2: Talk it through – but don’t wait forever

Consult your franchisor, speak to other franchisees and assess the data. But remember, opportunities have windows.

Playing it safe for too long can be its own risk.

3: Invest in yourself as much as the business

The strongest franchisees are those who continuously learn, adapt and evolve.

Confidence grows from competence – not from luck.

4: Know your limits – not your levers

Expansion can be exhilarating, but sustainability matters. Make sure your systems, staff and support are strong enough before taking on more.

5: Celebrate the small wins

Every risk that pays off, no matter how small, deserves recognition. They’re the stepping stones to the bigger achievements ahead.

The pay-off of taking the right risks

Every business owner faces moments that test their nerve. The difference lies in recognising which leaps are worth taking – and having the courage to take them.

Franchisees who thrive are those who know how to weigh both sides, prepare thoroughly, and trust in their own judgment – supported by a network that shares their vision and their values. n

www.dramakids.co.uk/franchise

Body Fit Training gains strength in London B

ody Fit Training (BFT) is expanding across London with the launch of BFT Streatham by franchisees Lauren Hendrie (below) and her team, the inaugural London franchisees having opened their first studio in Battersea.

With a five-studio agreement already in place and the Battersea studio thriving, the team are confident that BFT Streatham will continue the brand’s mission to elevate the standard of group fitness in London.

BFT said when the Battersea studio launched in 2023, Hendrie quickly proved what’s possible with an elite coaching experience and programmes backed by science. The studio’s success has been built on exceptional coaching, personal connection and a strong community culture.

Hendrie said: “Opening Battersea has been such a rewarding journey. We wanted to create a space where people genuinely look forward to training. We also took the time to let Battersea mature before expanding, and now the timing feels perfect.”

Streatham was an obvious choice, added Hendrie: “We know and love the area – it’s well connected with lots of families

seeking a new way of training that is results driven. The BFT model is ideal for working professionals and parents who have limited time each day to train.”

The Streatham studio will feature a smaller session capacity of 24 members per class, which is designed to suit the territory’s demographics and offer a more personal experience.

Cameron Falloon, BFT’s founder, commented: “Lauren has been a trailblazer for the brand in the UK and has set the benchmark for what success looks like. She invests in people and the results speak for themselves.

“The Battersea studio is a real community hub, and I have no doubt Streatham will follow the same path.” n

www.bodyfittraining.au/franchise

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

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

Find out more 01189 743 911 or via ovenu.co.uk/franchise

NEWS

Ovenu growth driven by ethics and standards

By Rik Hellewell, Founder and Managing Director, Ovenu

W

e have concluded one of our most successful years, cleaning and valeting ovens, in our 30-year history.

Progress has been built on consistent ethics, strong operational standards, and decades of practical experience, without relying on trade/franchise association memberships, or industry accolades.

Recruitment overview

This year we added 20 vans, to our network of 100, which comprised of: l 16 new franchisees with three

acquiring an established resale.

l Four by subcontractors working with existing franchisees through the Elevate Programme, supporting structured expansion for experienced operators.

This represents tangible, sustainable growth. Notably, the majority of new franchisees are already achieving or surpassing their early financial targets,

“

Our focus is on delivering a fully operational business framework that produces results through consistent application.

demonstrating the effectiveness of the model when applied with commitment.

The Ovenu franchise model

Our approach is grounded in practicality and accountability. While some market an ‘opportunity’ as an abstract concept, our focus is on delivering a fully operational business framework that produces results through consistent application. l Extensive experience

Decades refining a proven, resilient business system. l Transparent expectations

Realistic assessment of what success requires – it takes effort. l Meaningful support

Direct, personal guidance and assistance that prioritises clear communication.

Considering a new direction?

Success within Ovenu does not depend on formal qualifications. Instead, it is underpinned by your: l Strong morals and ethics. l A willingness to learn.

l The drive to build a business.

If your seeking a recession-resistant, low-overhead and profitable business, backed by an established and reputable brand, we offer a robust opportunity supported by a proven model and a team dedicated to your success. n

www.ovenu.co.uk/franchise

NEWS

Crêpe Delicious master franchisee

HOSPITALITY consultant and franchise specialist Laura Harvey (above) has secured the UK master franchise rights for the international crêpe and coffee concept Crêpe Delicious.

With 16 years’ experience supporting operators and global brands across the UK and overseas, Harvey has built a career advising on growth, operational performance, franchising, and launch strategy.

‘Evolving café sector’

Harvey said she is taking her expertise into her own portfolio with the rollout of a brand that is perfectly aligned with where the UK casual dining and café sector is heading.

“The café sector isn’t slowing down, it’s evolving. Customers want premium coffee, but they also want fresh, made-to-order food, something experience-driven, and a space they actually want to spend time in.”

The brand’s menu of made-to-order sweet and savoury crêpes, waffles, salads, and speciality drinks supports strong margins and all-day trade, which Harvey sees as giving its franchisees a competitive edge.

Harvey added: “Crêpe Delicious has the fundamentals investors look for: a proven model, global traction, and operational simplicity. With key territories available across the UK, this is an opportunity for operators who want something fresh in a crowded market.” l Crêpe Delicious has over 60 locations across North America, the Middle East and Asia. n

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

APPOINTMENTS

TaxAssist’s new role appointment

TAXASSIST GROUP has appointed Karl Gessner (below) as group director of practices. In this newly created role, Gessner will oversee the management, integration and growth of its Groupowned practices.

Gessner brings extensive international experience, having spent 20 years as a partner at Deloitte in South Africa, Australia and Ukraine.

Since moving to the UK in 2017, he has had senior roles at Price Bailey, GMG Color and Canham Consulting.

Daren Moore, chief executive of The TaxAssist Group, commented: “Karl’s wealth of expertise will be instrumental in driving forward the Group-owned practices pillar of our strategy. We see significant opportunities for growth in this area, and Karl’s role will be central to ensuring our acquired practices are integrated, effective and profitable.”

Practices pillar strategy

The TaxAssist Group explains its growth strategy is founded on three pillars: continued investment in its franchise network; developing complementary services for franchisees and clients; and building and expanding Group-owned practices.

The Group said it has already made strong progress, including the acquisition of its largest network practice and three TaxAssist resales; and looking ahead the Group is exploring further acquisitions in 2026 and beyond.

Moore added: “With Karl’s leadership, we are confident our Group-owned practices will continue to flourish and add real value for the wider network.”

l TaxAssist Accountants provides tax, accountancy and business advisory services specifically for small and medium businesses, and operates from over 400 locations across the UK and Ireland. n

Chicken Cottage makes two senior promotions C

hicken Cottage has made two senior internal appointments following growth of the quick service restaurant brand in the UK and overseas.

Tom Corcoran has been promoted to chief operating officer after serving as group head of operations and Rahim Naggay has been appointed group operations manager following his previous role as senior franchise business manager.

Chicken Cottage said the promotions recognise their Tom Corcoran contribution and that of the wider management team that has enabled the company to re-establish itself as the halal market leader in fried and grilled chicken.

Improvements across the business include working on new initiatives on supply chain operations and technological improvements in how the company communicates with its franchisees.

Corcoran commented: “It has been an exceptional few months for the business, bringing fresh ideas and new ways of working and communicating those has really brought benefits that are crucial to the success of Chicken Cottage – the franchisees. Under my watch we will be looking to continue to add value for all of our franchisees.”

Rahim Naggay

Chicken Cottage has seen a productive year in the UK already reaching its target of opening 10 new stores. The company

“

Having achieved our target, we are well on track to overachieve as we’ve got more store openings scheduled and have a good pipeline for next year. – Sadaf Kazi

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

said it has also innovated its operations model with the addition of ‘store-instore’ branches in convenience stores such as Spar and Premier outlets.

Sadaf Kazi, head of franchise development at Chicken Cottage, added: “Having achieved our target, we are well on track to overachieve as we’ve got more store openings scheduled and have also got a good pipeline for next year as well. This is complemented by integrating the store-in-store concept, which differentiates us from other brands.”

Overseas franchise expansion

Chicken Cottage has also established itself in new territories overseas, building on its existing presence in Kenya.

Kazi continued: “It has always been our aim to expand the franchise overseas and we have achieved that this year having sold the territory rights to operators in Pakistan, UAE and Iraq.

We are supporting them to establish franchises in those locations and will have four stores in Pakistan by the end of the year.” n

www.chickencottage.com/franchise

EFF FRANCHISE AWARDS

UK success at European Franchise Awards 2025 ● Paul Lewis (centre) with the

Proaction founders.

Proaction’s nonexecutive director appointment

PAUL LEWIS, managing director of Pitman Training, has been appointed as non-executive director of Proaction Martial Arts & Fitness.

Lewis brings a wealth of franchising know-how and through this part-time, board-level role, he will offer valuable strategic direction to the expanding martial arts school.

He has known the co-directors of Proaction, Tom and Jas Nicholson, for over 10 years and has seen the business grow to 15 thriving clubs across Northamptonshire, Bedfordshire, Oxfordshire and the East Midlands.

‘It’s a passion project for me’

Lewis said: “I’ve always admired what Tom and Jas have built. When they came to me with the news that they were ready to franchise, I couldn’t wait to get involved and share my experience.

“Their values have always really stood out to me; they genuinely care about the people and communities they serve while also instilling determination, confidence and resilience that goes far beyond the doors of the gym and classroom.

“It’s a passion project for me. It’s giving me the chance to support a brand I’m personally connected to while continuing my role at Pitman Training.”

Tom Nicholson commented that Lewis’ appointment is essential for the brand’s next chapter: “Paul’s been part of our story for years, both as a parent, when his children first joined our club, and a supporter. He really understands our values and the way we’ve grown.” n

B

● The British award winners celebrate their success.

ritish franchise brands swept the board at the European Franchise Awards, held in Belgium, as the only country to have finalists in all the award categories.

The European awards are chosen from candidates nominated by the 18 national franchise associations who are members of the European Franchise Federation (EFF). Countries submit applications from the winners of their own domestic award competitions.

Mathias Lehner, chair of EFF, said: “The European Franchise Awards are a unique opportunity to bring the franchise community together, to celebrate the best in class in franchising. It is a privilege for us to meet with and celebrate some of the best concepts and individuals in our sector.”

The British award winners

l Right at Home, domiciliary care,

won the prestigious Gold award for ‘Franchisor of the Year’.

l ERA Group, cost management consultancy, won Silver in the category ‘International Brand’.

l Canopy Nurseries, children’s nursery, took Bronze for ‘Emerging Brand’.

“

Huge congratulations to our winners on their triumphs.

They have all worked extraordinarily hard... displaying the very best of British franchising. – Pip Wilkins

l Football Fun Factory, children’s development through football, franchisee Jon Radford, received the Bronze award for ‘Franchisee of the Year’. l Stevens & Bolton, franchise specialist solicitors, was awarded Gold for ‘Services to Franchising’.

Pip Wilkins, chief executive of the British Franchise Association (BFA), who attended the awards said: “Our huge congratulations to our winners on their magnificent triumphs. They have all worked extraordinarily hard to achieve their awards, displaying the very best of British franchising.”

Wilkins added: “However, I don’t just see this as a win for the four individual franchised brands; as an unregulated franchising sector, we have proven that we do not need laws to be successful.

“The UK is widely respected abroad, and I believe our success proves that our franchisors don’t need tick boxes to ensure they are doing the right thing; they choose to do the right thing anyway, through their commitment to their BFA membership and our Code of Ethics for Franchising.”

Alisdair Gray, executive director of the EFF, said: “The European Franchise Awards are a true Who’s Who of franchising. UK franchise concepts continue to lead the way in Europe and globally, setting the tone for excellence across all sectors of franchising.” n

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

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Whether you’re starting a new business, expanding an existing franchise portfolio, or exploring the industry for the first time, the exhibition offers expert guidance and invaluable resources.

Franchising in the UK: Confidence, growth, and opportunities for 2026

he UK franchise industry continues to demonstrate strong confidence and stability, making it an increasingly attractive path for aspiring entrepreneurs.

According to the latest Spotlight on Franchising Survey 2025 from BusinessesForSale.com and The Franchise Exhibitions, over half of respondents are prepared to invest between £20,000 and £100,000 in a franchise, a clear sign that commitment to the model remains high, even amid economic uncertainty.

The survey also reveals a growing belief that franchising offers one of the smartest pathways into business ownership. Respondents gave an average score of four out of five when asked whether the franchise model is the most effective way to start a business, highlighting the appeal of launching with an established brand, proven systems, and built-in support.

Franchising in the UK has evolved steadily over the past decade.

Demographic trends reveal further shifts in the market with the largest age group considering franchising is 45–54 and interest from retired individuals growing significantly. This is a sign that more people view franchising as a lower-risk route to achieving financial security and work-life control later in life.

However, the survey also shows that finding the right franchise can be challenging. Over half said their biggest obstacle is simply identifying the best opportunity in a crowded market, with so many franchise concepts across the country. Events like The Franchise Exhibitions play a vital role in helping prospective franchisees gather insights, get answers and make more confident investment decisions.

Cut through the noise and discover 100+ franchise opportunities at The British & International Franchise Exhibition

With the franchise industry booming and new opportunities opening up every day, 2026 is the ideal time to advance your entrepreneurial ambitions.

The British & International Franchise Exhibition returns to Olympia, London, on 30 & 31 January, offering the perfect chance for anyone interested in exploring brands within the sector.

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

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

Visitors can also benefit from an

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

Advertorial

T

THE BRITISH & INTERNATIONAL FRANCHISE EXHIBITION: LONDON

● The Real Franchise Stories Q&As offer a chance to hear directly from successful franchisees,

who will share their personal experiences, challenges, and insights into running a franchise business.

extensive seminar programme, packed with free talks and expert-led presentations. Whether you’re just beginning to explore franchising or actively researching potential investments, these sessions provide essential knowledge to help you navigate the franchising world.

Keynote speaker

This year’s keynote speaker will be delivered by chef, writer and presenter, Thomasina Miers, OBE, who has become one of the UK’s most recognisable and respected food entrepreneurs. From winning MasterChef to co-founding the awardwinning restaurant group Wahaca, Thomasina has built one of the UK’s most inspiring success stories.

During her keynote, she’ll share how her passion for flavour, sustainability and entrepreneurship helped turn a bold idea into a pioneering, carbon-neutral business. Don’t miss this chance to hear from one of Britain’s most dynamic culinary leaders. l Real Franchise Stories Q&As

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

The event also marks the launch of The Franchisee Network Conference.

Held within the exhibition on Friday,

30 January, this exclusive gathering will give existing franchisees the chance to connect with like-minded entrepreneurs and gain practical, effective strategies for growth. It promises to be a valuable forum for fresh ideas, collaboration, and long-term business success. l Growing Your Own Business

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

New to London’s leading franchise event is the Barclays Finance Clinic.

Whether you’re just starting your franchise journey or looking to scale up, the clinic provides expert, one-to-one advice tailored to your business goals.

Visitors can expect guidance on funding options, business planning, and cash flow forecasting, as well as insights into what lenders look for and how to strengthen their applications. The clinic offers support for both first-time

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

franchisees and experienced operators aiming to expand.

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

These include free one-to-one sessions with franchise consultants as well as experienced franchise lawyers, ready to help take your business to the next level.

Are you ready for your next franchise investment?

The British & International Franchise Exhibition at Olympia, London, is more than just a place to explore franchise opportunities, it’s a comprehensive event designed to equip attendees with the tools and insights they need to succeed as entrepreneurs.

Whether you’re starting a new business, expanding an existing franchise portfolio, or exploring the industry for the first time, the exhibition offers expert guidance, invaluable resources, and the chance to connect with a network of like-minded professionals ready to support your journey. l To learn more and secure your free ticket for The British & International Franchise Exhibition at Olympia, London, visit FranchiseInfo.co.uk. n

NEWS

‘It’s been our dream to launch a family-run business’ M

other-and-son franchisees, Lynette and Chris Turner (right), have launched More Than Loft Ladders (MTLL), Portsmouth and West Sussex, to offer loft ladder and boarding installations across the region.

The venture marks the first time they have gone into business together and combined their talents, as Lynette explained: “We’ve talked for years about running a business as a family. When Chris was exploring his next career move, and I was looking for something flexible that fits around my role as a foster parent, we started searching for the perfect fit – and MTLL just ticked every box.”

With Lynette’s background in finance, banking and investment, and Chris’ hands-on experience as a home renovator and tradesman, MTLL said the pair are a perfect match blending craftsmanship and customer care.

With MTLL’s supportive franchise system, strong operations and lively network, the Turner’s said they are thrilled to be building a business that

“

works for their lifestyle and long-term ambitions.

‘A business on my own terms’

Lynette said: “The flexibility of running our franchise was a huge benefit for me. I can work from home while Chris is out and about, which means I can still dedicate time to the foster children I care for. A far cry from my demanding career in finance.

“I can utilise my business acumen whilst also investing time and money into a business on my own terms. It’s been our dream to launch a family-run business, and MTLL has made that a reality for us.

“Also, having that proven template and people who’ve already been there and done that in the network gives you real peace of mind. I think I speak for both me and Chris when I say that we’re really excited to learn, ask loads of questions and make the most of the support around us.”

And the Turner’s are already thinking big. “We’re committed to growing. More customers, a bigger team and over time

Having that proven template and people who’ve already been there and done that in the network gives you real peace

of mind. – Lynette Turner

expanding our reach to different territories. The sky – or the roof – is the limit,” enthused Chris.

Liam Hobbs, founder and franchise director of MTLL, welcoming the Turner’s to its growing network commented: “Lynette and Chris are exactly what we’re all about at More Than Loft Ladders. They’re motivated people wanting to build a business that benefits others. We love their enthusiasm and can’t wait to help them scale in Portsmouth and West Sussex.” l MTLL services can turn a dark inaccessible loft space into a bright and safe storage area by adding a loft ladder for access, an insulated loft hatch for improved efficiency, plus lighting and flooring. n

www.morethanloftladders.co.uk

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

NEWS

QSR LAUNCH

Alchemy expands to meet demand

ALCHEMY VIRTUAL ASSISTANCE (VA), the UK family-run virtual assistant franchise, reports a surge in interest from aspiring franchisees.

With nine hubs now operating nationwide, the network is expanding in response to a challenging job market, redundancies, and a desire for career independence and fulfilment.

The latest franchisee Melanie Pollard has launched the Warrington hub to serve local businesses across the North West. Pollard will offer a wide range of services from diary and inbox management to project support, marketing, and event coordination.

Pollard joins the Alchemy family after 25 years of experience as a legal personal assistant, paralegal, and business support specialist.

Business owner and client appeal

Alchemy said its franchise model appeals to both potential business owners and clients. For franchisees, it combines running a business with the support of its network; and for clients, it offers reliability and experienced teams, reducing the risks associated with solo virtual assistants.

Suzy Sanders (above), founder of Alchemy VA, said: “We’ve built Alchemy to be big enough to deliver consistently but small enough to care.

Businesses value the structure, experience, and continuity our franchise network provides, while franchisees love the autonomy and meaningful work they can achieve.”

The company adds that it’s fractional virtual assistant approach providing flexible support for short-term cover such as maternity leave is increasingly popular, offering businesses assistance without the commitment of a permanent hire. n

www.alchemyva.co.uk/franchise

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Grain is built on honesty: no seed oils, no processed fats, no shortcuts. Just real Mediterranean food that makes you feel good.

Grain’s concept inspired by the Blue-Zone diet G

rain, the clean-label Mediterranean quick service restaurant (QSR), has launched its UK flagship outlet in Holborn, London, marking its first step of a planned 10-site expansion in 2026 with a 50-site goal by 2030.

The outlet features a modern Mediterranean aesthetic, an open-kitchen theatre and a sun-washed palette designed for high-footfall urban spaces.

Rooted in the longevity principles of the world’s Blue-Zone diets, Grain’s scalable model for health-driven dining unites flavour, nutrition and transparency.

Grain said every dish is cooked exclusively in extra-virgin olive and cold-pressed avocado oils and is designed for busy urban lifestyles, bridging the gap between QSR convenience and the nutritional integrity of premium dining.

Diners can build their own bowls and pitas from wholesome bases, clean proteins and Mediterranean dips, all prepared fresh to order in under five minutes.

30 Winter, 2025 | www.franchiseworld.co.uk

Founded by a collective of chefs, hospitality and retail entrepreneurs with multi-site experience, Grain explained its mission is to bring honesty back to fast food and create a scalable, sustainable brand that meets growing demand for health-driven dining without compromise.

A spokesperson for Grain commented: “Fast food is changing, people want food that fuels longevity, not fatigue.

Grain is built on honesty: no seed oils, no processed fats, no shortcuts. Just real Mediterranean food that makes you feel good.”

Growth strategy

The brand is in active discussions with landlords, developers and investors to secure prime sites in high streets, retail centres, transport hubs and university districts. A new central kitchen will support efficiency, consistency and scalability across the UK and Europe.

Grain is also seeking franchise partners who share its values of transparency, health and integrity. With a flexible all-day menu offering, from morning matcha and sourdough bagels to evening pitas, the brand said its concept fits seamlessly into a wide range of property formats and high-traffic environments. n

ADVISORY ARTICLE

Meaning matters: why purpose-driven franchising is on the rise F

By Frank Milner, Global President, Tutor Doctor

or decades, entrepreneurship was seen as a fast track to financial independence. But today, a different motivation is driving people: the need to make a real difference. Talented professionals are leaving behind corporate careers not because they lack ambition, but because they want their work to matter.

They’re choosing ventures that enrich lives, strengthen communities and contribute to a better future.

It’s in this context that I believe purposedriven franchising will rise to the forefront – and why models like Tutor Doctor’s are resonating so strongly with the next generation of business owners.

The rise of meaningful entrepreneurship

Entrepreneurs being motivated by more than just profit is indicative of a move towards purpose-driven, impactful work.

In fact, a recent survey highlighted that 89% of Gen Z and 92% of Millennials consider a sense of purpose to be central to their job satisfaction and their overall wellbeing.

The result? Would-be entrepreneurs leaving the corporate world behind to find work that feels much more rewarding. This, in turn, has led to a growth in sectors like education, health and sustainability.

These areas match consumer demand for values-led business and are great

“

Whether you build from scratch or step into a franchise, the most important thing is that your business aligns with your values, lifestyle and long-term vision.

examples of how you can have a direct, positive impact on your customers – greener energy, healthier foods and more accessible tutoring, etc.

Why franchising appeals

So, why does franchising offer an alternative for entrepreneurs looking for a purpose-driven business.

Well, franchising is a launchpad for people who want to do good and do well. You get the backing of a proven brand, complete with infrastructure and support, so you’re not stuck reinventing the wheel. That means less risk, more stability and more headspace to focus on the work that really fires you up.

What makes it especially exciting for purpose-driven entrepreneurs is the freedom it gives you to make a positive impact. Whether its championing local causes, supporting charities close to your heart or creating opportunities in your community, franchising gives you the platform, and freedom, to turn good intentions into real change.

Take Tutor Doctor as an example

Through our Schools Delivery Programme, franchisees are working hand-in-hand with schools and local authorities to expand access to education and close learning gaps. We want to make sure every student gets the chance to thrive, while strengthening local communities along the way.

Franchisees like Rob and Lynne Kerrison are proof of the impact our model can have – the couple have teamed up with their local sports foundation to provide a dedicated learning hub in their native Cambridge, delivering extra academic and physical

education to disadvantaged children in their area.

They’re building successful businesses but also changing lives – something that fills them with huge pride.

For many students, this kind of support is genuinely life-changing. And for franchisees, that’s the sweet spot: a business that delivers results and makes a lasting difference.

A broader movement

Across franchising, we’re seeing a real shift towards purpose-driven models – whether it’s wellness, green initiatives, care services or beyond. Entrepreneurs are proving that profitability and positive impact don’t have to be in competition – they can actually fuel each other.

Education, though, stands out as one of the most powerful ways to make lasting change. Tutor Doctor shows how a franchise can deliver commercial success while opening doors for the next generation. It’s part of a bigger movement – but with the potential to shape communities for decades to come.

Franchising, then, has come a long way – it’s no longer solely a route to business ownership, but a powerful way to create meaningful impact. Purposedriven models can generate revenue, but more importantly for this trend, they spark loyalty, trust and long-lasting connections with the communities they serve.

l For entrepreneurs who want fulfilment as well as financial sustainability, franchise opportunities, like ours at Tutor Doctor, prove that you really can have both. n

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

OPINION PIECE: PET CARE FRANCHISES

Pet parent pressure? Why today’s pet owners need more support than ever

By Kevin Thackrah, Director, Petpals

M

odern pet ownership has evolved into a world of soaring expectations, constant comparison and a desire to be the “perfect pet parent”. This pressure is leaving many owners feeling overwhelmed, guilty and unsure whether they’re doing enough for their pets.

At the same time, conversations around responsible ownership have never been more visible. Recent Freedom of Information figures showed 31,920 dog attacks on people were recorded in England and Wales in 2024, which naturally led to a spike in media coverage about pet safety, breed bans and general dog-handling etiquette.

While these stories can feel unsettling, they’ve also encouraged more thoughtful conversations about training, socialisation and day-to-day responsibility. For many pet owners, though, the sheer volume of information – and the worry about getting everything “right” – can add to that feeling of pressure.

Here, I discuss how pet care franchisees can step in as a much-needed source of relief – offering expert support, reassurance and dependable care at a time when owners need it most.

The rise of pet parent pressure

Across the country, pet owners are grappling with an ever-growing sense of responsibility. Social media is full of impeccably groomed pets, detailed enrichment routines and advice from influencers that can make even the most dedicated owner feel inadequate.

Add to that the pressures of modern life – long work hours, busy family schedules and financial strain – and

suddenly pet care can feel less like a joy and more like a balancing act.

This cultural shift has created a new kind of guilt. Owners worry that their dogs aren’t getting enough stimulation, that they’re leaving them alone too long, or that they simply can’t meet the standard of care they see online. For first-time owners, the flood of information can be paralysing. What used to be simple decisions now feel like high-stakes choices that impact their pet’s wellbeing.

Where franchisees step in

Within this landscape of pressure, pet care franchisees play a vital and increasingly valued role. Owners are looking for someone they can rely on – a friendly, knowledgeable face who understands everyday life as well as the ups and downs of pet ownership. They want to feel that their pet is in the hands of someone who genuinely “gets it”, not only in terms of feeding, walking and play, but also the emotional weight behind every booking.

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When you step into this industry, you

32 Winter, 2025 | www.franchiseworld.co.uk

become both a practical helping hand and a reassuring presence. You’re the person who says, “It’s ok, I’ve got this,” when an owner feels torn between work, family and their four-legged friend.

Through your reliability, training and empathy, you help owners feel less guilty and more confident about the care their pet is receiving.

The service you offer stretches far beyond the minutes you spend with the pet. It lifts a weight off the owner’s shoulders. Knowing that a trained, insured and caring professional is supporting their pet’s routine allows them to relax, focus on work or family commitments, and let go of that lingering sense of worry. Your visits bring a little calm into what can often feel like a very busy, noisy day.

Why trust matters more than ever

Trust is the cornerstone of a successful pet care business, and franchisees are uniquely positioned to earn it quickly.

Operating under an established brand gives you instant credibility, which is ➥

The service you offer stretches far beyond the minutes you spend with the pet. It lifts a weight off the owner’s shoulders.

NEWS

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For prospective franchisees who love animals and enjoy helping people, pet care can be a wonderfully rewarding and sustainable career path.

crucial when you’re asking someone to hand over their pet – or the keys to their home.

Owners are actively seeking dependable, well-trained professionals who can deliver consistent standards of care.

When they find someone who listens, remembers the small details and treats their pet as an individual, something special starts to build.

Over time, that regular booking turns into a familiar, friendly relationship where the owner feels comfortable picking up the phone, asking for advice or making that last-minute call when life changes unexpectedly. Those ongoing relationships, built on reassurance and understanding, are what underpin a thriving franchise.

A meaningful opportunity for the right person

For prospective franchisees who love animals and enjoy helping people, pet care can be a wonderfully rewarding and sustainable career path. Every visit, every walk and every drop-in adds up to something bigger: happier pets, more relaxed owners and a stronger sense of community in your local area.

Rather than seeing yourself as “just” running a business, you’ll quickly realise you’re playing a key part in the lives of the families you support. You’re the reassuring text message, the photo update in the middle of the day and the familiar face at the door that pets are excited to see.

Pet parent pressure is real, but so is the relief a trusted franchisee can bring.

By stepping into this space, you join an industry built on empathy, consistency and the power of human-animal relationships. It’s an opportunity to build a successful business that also feels good to run – one that offers genuine support at a time when pet owners need it more than ever. n

www.petpals.com/franchise

“

Pacifica offered the freedom to run my own business, knowing I had the safety net of being backed by a trusted national brand and brilliant support network. – Paul Conway

Pacifica Local launches in Northern Ireland P

acifica Local continues to accelerate nationwide growth with the launch of its first franchise in Northern Ireland, marking a brand milestone for its trusted, community-based appliance repair service.

Franchise partner, Paul Conway (pictured), an experienced home appliance specialist from Mid Ulster, brings more than a decade of customer service and technical expertise to the role, adds Pacifica Local.

Conway said that joining Pacifica was all about matching his passion for helping people with a business that makes a real difference to the community he loves.

“There’s a real demand in the region for a reliable, professional repair service.

Pacifica offered everything I wanted – the freedom to run my own business, knowing I had the safety net of being backed by a trusted national brand and brilliant support network. I knew it was the right fit straight away.”

Emphasis on repair over replace

Pacifica Local explained that its business model, built on partnership and powered by purpose, has a low investment cost, strong earning potential, and the security of day-one work – with an emphasis on repair over replace.

Conway added: “The whole experience

has been superb from the start. Before I knew it, I was out on the road and taking on jobs both from warranty work provided by Pacifica and from local customers.

“My goal is to become the go-to person for appliance repairs in the area – someone people know they can trust for honest, high-quality work 24/7.”

Lee Garland, head of franchising at Pacifica Local, said: “Paul’s professionalism and local reputation make him the ideal fit. He brings a real sense of dedication and a calm, measured approach to every customer interaction – and that’s a real asset to have as a franchise partner.

“His commitment to helping people and delivering quality workmanship really embodies what we’re all about.

It’s a really exciting significant milestone for us as we continue to grow our franchise network across the UK.” n

www.pacificalocal.co.uk

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

CONSULTANCY: FRANCHISING IN AUSTRALIA

‘Without doubt, franchising in Australia is big business’ I

By David Costello, Chief Executive, Franchise Australia

f readers of a certain age cast their minds back to the year 2000, they will recall that I was a familiar face in UK franchising, and often this magazine, in my role as head of NatWest’s market leading franchise department.

Fast forward a quarter of a century and you will find me in Perth, Western Australia (WA) as the recently appointed chief executive of Franchise Australia, a consulting and business solutions group.

An ‘Aussie’ franchising legend

Franchise Australia, not to be confused with the Franchise Council of Australia (FCA) the national trade body, was formerly owned and operated by John Brown, an ‘Aussie’ franchising legend.

In a stellar 40 plus year career John was a successful multi-unit franchisee and one of the founders of Expense Reduction Analysts and the Franchise Alliance.

Experienced in every facet of the franchise model, John latterly turned his hand to consulting and in 2010 he was recognised as an inductee to the FCA Hall of Fame, and in 2023 was the recipient of a Lifetime Achievement award.

Prior to becoming chief executive of Franchise Australia, I hadn’t really been on the lookout for this type of role, it was not so much an executive appointment but more a rescue operation. I was introduced to John at an FCA event earlier this year, when it was known that he was terminally ill.

But we immediately formed a connection and realised that we had a lot in common.

We were both former bankers before

finding our respective niches in franchising. We both focused heavily on the numbers when analysing and formulating franchise business models and we’ve both always advocated good, ethical franchising.

Brand and intellectual property rights acquisition

After a couple of meetings John suggested that I take over his Franchise Australia brand. I saw this as a huge compliment and jumped at the opportunity. John’s franchise consulting materials are hugely impressive and we agreed a deal whereby I set up a new holding company to acquire his brand and intellectual property rights.

John and I kept in close contact until he sadly passed away in August. It was important to me, and others, that we continue his legacy. On our website and in our marketing materials we talk about John and that the ‘DNA’ of the Franchise Australia business was his and continues through the systems, programmes and methodologies that he developed.

I am assisted in the business by another franchising ‘heavyweight’, Clayton Treloar, who is the current president of the Western Australian chapter of the FCA as well as a national board member.

He is also chief executive of Mail Boxes Etc. Australia, a Certified Franchise Executive and recently made the 2025 list of the Top 30 Franchise Executives in Australia.

The Australian franchise sector

Without doubt, franchising in Australia is big business. According to FCA statistics, the country has around 1,200 franchise brands or networks generating approximately $174bn (£88bn) of annual sales. There are over 90,000 franchised businesses employing over 600,000 people. And all this in a country with a population of only 27.5 million.

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

Franchising just seems to be done on a much larger scale in Australia. Retail continues to make up a sizeable proportion of the sector as does fast food, hospitality and man-and-a-van home services. Many of the large, outof-town retail stores such as the department store chain Harvey Norman are franchised.

Amazon and the likes of Temu and Shein do operate here, but the online shopping sector definitely lags behind the UK, probably for logistical reasons.

The largest franchise network, as measured by turnover, continues to be Metcash which operates IGA branded supermarkets.

Government regulation

Since 1998, the Australian franchise sector has been subject to regulation by the government. The latest, 2024, version of the Franchising Code of Conduct came into effect in April and November 2025.

I’ve always told my UK contacts that the code’s provisions wouldn’t scare franchisors who go about things in the right way. It’s about acting in good faith, treating people fairly and ensuring that prospective franchisees are fully aware of all material facts and relevant information before they sign up.

However, the latest version of the code does throw a few curveballs that will keep the franchise lawyers busy to ensure that their clients’ franchise agreements, recruitment processes and disclosure materials are fully compliant.

‘One-stop shop for Australian franchise growth’

Franchise Australia is a collaborative network of industry professionals who, together, provide a one-stop shop for businesses who are seeking growth using the franchise model.

NEWS

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Franchise Australia is a collaborative network of industry professionals who, together, provide a one-stop shop for businesses who are seeking growth using the franchise model.

We aim to help Australian businesses who want to explore franchising as a growth strategy, existing Australian franchisors who are looking to expand internationally, overseas businesses who are considering entering the Australian market, as well as providing out-sourced support to its eastern states.

Our services extend beyond traditional franchise consultancy to franchisee recruitment, business planning, management consulting, digital marketing, PR, website development and hosting, plus accountancy, tax advice, and corporate structuring support. We also work with a panel of three top-rated Perth-based franchise lawyers.

‘Marquee signing’

Penny Hopkinson is the latest addition to our team, joining as a systems and operations manual consultant.

Penny was among the first to recognise that today’s workforce encompasses a range of generations, each with their own distinct ways and preferences for learning, engaging with, and acting upon instructions such as Standard Operating Procedures.

We have many franchise brands which would benefit from adopting Penny’s products and methods, and look forward to working with her.

Our future plans

Going forward, we’ll be continuing to develop our relationships with franchise consultants in the UK and elsewhere, with a view to assisting any of their clients who might be considering expansion into the exciting and lucrative Australian market.

We’re also looking to grow the team both in Australia and internationally, and across professional disciplines in order to provide an even wider range of services. n

www.franchiseaus.com.au

Revive! Tamworth years of SMART success R

evive! Tamworth, part of the Revive! UK network of franchisees, is celebrating 15 years of delivering SMART (Small to Medium Area Repair Technology) vehicle repair services across the Staffordshire area.

Launched in 2010, Revive! said the Tamworth territory was established during a year of political change and economic uncertainty. With two vans and a team of experienced technicians, Revive! Tamworth has since cemented itself in the territory and has grown to three vans offering mobile repairs.

Paul Mann (below), the franchisee said: “It’s really amazing to see how far we’ve come. Throughout our time in Tamworth, we have aimed to provide outstanding topquality services and support our local dealerships and retail customers.

“The good people of Staffordshire have really stuck with us throughout Covid, Brexit and even the cost-of-living crisis.

We couldn’t be happier in the area and are excited to continue serving our dedicated customers throughout the territory.”

Revive! technicians carry out quality,

cost effective minor paint and bodywork repairs to vehicles and alloy wheels at a time and place to suit customers. The company said repairs usually cost far less than the average insurance policy excess without the hassle of taking a vehicle to a body repair shop.

‘Newer franchisee mentor’

Mark Llewellyn, managing director of Revive! UK, commented: “Paul has become a really appreciated member of the Revive! family. He not only plays a key role in providing services to Tamworth, Lichfield and Sutton Coldfield, but also mentors newer franchisees so they too can reach the long tenure of Revive! Tamworth.”

Mann added: “There’s still a great demand for top quality SMART repairs and we’re going to continue to meet that need by delivering a fast, efficient and professional service.

“We’re already working with a number of prestigious dealerships and we’re excited to expand our services as news of our top-quality work spreads.”

l Revive! has more than 50 franchisees nationwide providing SMART vehicle repairs to car dealerships, fleet and lease companies, insurance companies and the general public. n

www.revivefranchise.com

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

FRANCHISE LAUNCH

Martial arts club enters the franchise arena P

roaction Martial Arts & Fitness has entered the franchise arena, kicking-off a new chapter for the East Midlands-born business.

Having joined the British Franchise Association (BFA), it has become the only approved martial arts franchise in the association’s membership.

Tom Nicholson (below), co-director and chief instructor, founded the business in 2002 with a simple goal – to create a martial arts community that went beyond punches and kicks.

Fast-forward, that vision has grown into 15 clubs across Northamptonshire, Bedfordshire, Oxfordshire and the East Midlands, welcoming thousands of members every week.

Proaction explained that at the heart of its success is a mission that’s never wavered – to build confidence, resilience and personal growth in a supportive, inclusive environment. From white belts to black belts, every class is about helping people be their best – on and off the mats.

With the launch of its franchise model, Proaction said it is giving martial arts enthusiasts and entrepreneurs alike the

chance to join a growing brand with a strong reputation, where each club shares the same values, energy and commitment.

Tom Nicholson added: “We’ve seen an incredible demand for martial arts.

Families are looking for activities that bring real value, and that’s exactly what we deliver.

“Expanding through franchising means we can reach more communities, while giving passionate people the chance to run their own successful business.”

Pip Wilkins, chief executive of the BFA, commented: “We’re delighted to welcome Proaction to the BFA as ‘Emerging’ members. In choosing to become members, they are joining more than 330 of the most professional franchise operations in the country.

“We look forward to supporting Proaction on their franchising journey

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

and seeing their continued growth in the fitness sector.”

Proaction are employing the services of BFA accredited franchise consultant Suzie McCafferty of Platinum Wave, who commented: “I wish every brand took building their franchise model as seriously as Proaction have. We really enjoy working with them and see so much potential for them to grow all over the country – maybe even beyond.

BFA membership and accreditation gives them undeniable credibility in their sector.”

Jas Nicholson, co-director of Proaction, added: “Being recognised by the BFA is a huge moment of pride for us. It shows the quality we’ve built and gives us the expertise and resources to grow. Now, we’re on the hunt for passionate candidates who are ready to kick-start a new business.” n

www.martialartslessons.co.uk

FRANCHISEE CASE STUDY

FASTSIGNS Leeds celebrates three decades of service F

ASTSIGNS Leeds has celebrated 30 years in the signage business, working with well-known names such as Arla Foods and Leeds University. Yet, its most prominent accolade is the ongoing partnership it has with local sports clubs, Leeds United and Leeds Rhinos.

Andy Simpson, director, reflects on the company’s milestone

“

Looking at the changes I’ve seen over the last three decades, it’s no surprise that last year Leeds was named the best UK city to grow a business.

Watching much of the city around us change, we’ve had the privilege of being at the forefront of so many different industries, from retail, food and beverage, to sport, leisure, and education.

Some of our proudest achievements are the relationships we’ve maintained over the years – Leeds University, for example, have been with us for 20 years. In that time, we’ve seen just how educational institutions have become ‘mini cities’ and we’ve been by their side to help them appeal to thousands of students every year, vying for attention among a competitive market.

When we first started, it became clear that having the right people on the team was critical. After all, these would be the people making connections with business owners, and we knew that a local signage firm needed to be able to make a real connection with those people in order to make it a success.

We began with just three staff members, and now we have a team of 12, many of whom have almost been with us since the start.

● Vinyl crests added to the fascia of the Leeds United club store.

Our senior account manager, Rebecca Holiday, has been with us for 25 years, and both our lead designer Vinny Symes and production specialist Martin Brook, have been at the business for over 20 years.

Advances in technology

Just like the city of Leeds, the signage industry itself has had to adapt. In 1995, everything was on paper; now we’re completely paperless, and the advances in technology have been significant.

Today, with state-of-the-art colour printers, we can produce work far more quickly and accurately than ever before.

This speed and precision has been a huge advantage for our clients – this age of immediacy means that trends change fast, and our customers need to be able to keep us.

This technology enables us to do just that, while still allowing our designers to

add their creative flair and put to use their decades of experience.

Over the years, we’ve seen a significant increase in digital signage; a trend accelerated by the Covid-19 pandemic and now seen often throughout the food and beverage industry as they strive to deliver unique, personable experiences that keep customers returning.

And, at the same time, customers are increasingly asking for eco-friendly and sustainable products, including shortterm signage made from cardboard.

As we look ahead, we’re excited to see what the next 30 years hold for us at FASTSIGNS. We look forward to partnering with new clients, creating impactful work, and continuing to leave our mark on Leeds and the surrounding area.” n

www.fastsigns.co.uk/franchise

● Floor stickers created to maintain distance during the Covid-19 pandemic.

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

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

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

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

CREAMS DIRECT APP

‘A better customer experience and franchisee profitability’ C

reams, a leading UK dessert chain, has launched its own direct delivery platform, Creams Direct. Customers will now be able to order directly via the Creams app which has been upgraded to facilitate the service.

The app will not only allow customers to order the full Creams menu, but also collect loyalty points in Creams’ loyalty programme, until now only possible for dine in. The service will be available across 70 per cent of stores nationwide with complete roll out by early next year.

With 45 per cent of Creams’ customers ordering via delivery, it anticipates Creams Direct will be instrumental in boosting franchisees’ bottom lines resulting in increased profitability, as well as encouraging the opening of further stores.

Creams said the platform will also limit delays in orders reaching customers and ensure better product quality on delivery.

In order to implement the app Creams added that it has significantly updated its ‘tech-stack’, bringing in more secure,

future proof point of sale and inventory management systems, and switching its app provider to allow for greater functionality and multi-channel access.

Everett Fieldgate (left), chief executive of Creams Café, commented: “We are extremely excited to be adding Creams Direct as a new way for customers to access their beloved sweet treats, and a better experience to our customers, without raising prices.

“With the whole industry facing

pressures from inflation, profitability has never been more important, and Creams Direct will allow us to deliver better profitability to our franchisees and give us the strategic edge to support our expansion plans in the UK and beyond.”

l The Creams franchise, founded in 2008, offers a wide range of freshly prepared desserts including doughnuts, crêpes, sundaes and waffles, all featuring its own gelato. n

www.creamsfranchising.com

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

ADVICE FOR PROSPECTIVE FRANCHISEES

Franchisee Advisory Councils keep networks connected via a two-way forum

By Lisa Stead, Interim Chief Executive, Stagecoach Performing Arts

W

hen you’re exploring a franchise opportunity, it’s easy to focus on the numbers – the investment, the returns and the size of the network. But one of the clearest signs of a strong and trustworthy franchisor isn’t found in the financials at all. It’s in how they listen.

A good franchisor knows that the most valuable insight often comes from the people running the business day-to-day – their franchisees. That’s where a Franchisee Advisory Council (FAC) comes in. Designed to bring franchisee voices directly into informing decisionmaking, an FAC acts as a structured, two-way forum where ideas, challenges and opportunities can be discussed openly and constructively.

What is an FAC?

An FAC is a small, representative group of franchisees chosen to advise the franchisor on key areas such as operations, marketing, strategy and product development. It’s not a legal body – no ‘voting rights’ – and it doesn’t replace the franchise agreement. It’s a

professional platform for feedback and discussion that contributes to the brand’s future direction.

At Stagecoach, the FAC is made up of franchisees from different regions and experience levels, ensuring every voice is heard – from long-standing Principals to those new to the network. Meetings are held regularly throughout the year, with structured agendas, clear actions and open communication both ways.

Why it matters

FACs do far more than tick a governance box. They’re a powerful tool for connection, trust and shared growth. l They improve communication

An FAC gives franchisees a formal seat at the table, helping them share their experiences and perspectives directly with senior leadership. This two-way dialogue ensures ideas flow freely and issues are addressed quickly. l They drive better decisions

Franchisees bring real-world insight from their local markets, helping

franchisors make smarter, more grounded choices about policy, products and strategy. l They strengthen buy-in

When franchisees are involved in shaping initiatives, they’re far more likely to champion them across the network – leading to faster adoption and stronger results. l They signal credibility

Having an FAC is a hallmark of a professional, mature franchisor. It shows a genuine commitment to listening, improving and growing together.

What to look for as a prospective franchisee

When researching opportunities, ask whether the franchisor has an FAC or similar advisory structure in place. If they do, find out:

l How members are selected, and how representative they are of the wider network. l How often meetings take place and what topics are discussed. l How feedback is communicated to the rest of the network.

l What tangible outcomes have come from the council’s recommendations.

A transparent, well-organised FAC shows that a franchisor values collaboration and continuous improvement – qualities that set the tone for the kind of support you can expect as a franchisee.

Fresh perspectives

● Stagecoach Performing Arts teach children and teenagers how to sing, dance and

act, not only to perform on stage but, more importantly, to perform better in life.

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

At Stagecoach, the FAC continues to play a key role in keeping the network connected and forward-looking. This year, several new members have joined

NEWS

the council, bringing fresh perspectives and ideas to the table. Together, they’re helping to ensure Stagecoach remains a supportive, innovative and united community for every Principal and every student.

‘An honour to be part of the FAC’

Among the new members joining Stagecoach’s FAC this year is Jaye Lawrence (above), Principal of Stagecoach Bridgend & Cowbridge.

With a lifelong connection to the brand – first as a student and now as a dedicated Principal – she brings a wealth of experience and passion to the role.

Jaye commented: “It’s an honour to be part of the FAC. Having such a long connection with Stagecoach, both personally and professionally, I feel incredibly proud to contribute to shaping its future. For me, it’s about giving back to a network that has given so much to me, my students and my community.”

She hopes to use her position on the council to strengthen communication across the network, support Principals in adapting to change and continue developing inclusive, inspiring opportunities for students.

Jaye added: “The FAC can act as a genuine bridge – ensuring feedback flows both ways, that franchisees feel heard, and that head office can clearly share its vision and decisions. Open communication and transparency are key, and the council can help foster that.”

Tariq Halal’s five year store plan

TARIQ HALAL, one of Britain’s most established and trusted halal meat brands, has announced plans to open 100 new stores over the next five years, creating more than 1,000 UK jobs.

Following the successful launch of its first Manchester branch, Tariq Halal said this milestone marks a bold new chapter in the brand’s national growth strategy to offer high quality halal products to more communities nationwide.

The company currently operates over 30 stores and supplies halal meat to more than 300 Sainsbury’s supermarkets across the UK, setting the industry standard for quality, authenticity, and accessibility.

From a single butcher’s shop

Founded in 1965 by Tariq Sheikh and his father, the business has evolved from a single butcher’s shop in London into one of the UK’s most recognisable halal meat suppliers, offering premium cuts such as wagyu, dry aged beef, and gold steak, alongside everyday essentials.

Tariq Sheikh, chairman of Tariq Halal, said: “The growth of the halal market in the UK has been extraordinary, and we’re proud to have been part of that journey for almost 60 years. This expansion is about more than just new stores, it’s about empowering communities, creating opportunities, and making premium halal products accessible to everyone.”

Juices4Life opens Manchester store

JUICES4LIFE, the wellness-led juice and smoothie brand, has opened its first Manchester store, marking the company’s first location outside Birmingham, where it currently operates four stores.

Founded by a team of health enthusiasts, Juices4Life was built on the belief that what you put into your body should nourish, energise and uplift you naturally.

From day one, the brand said it has focused on fresh fruits, vegetables and superfoods to create drinks that deliver real, functional nutrition.

Quality control and local sourcing

Juices4Life explained that it maintains rigorous quality control and prioritises local, sustainable sourcing wherever possible to ensure consistency and excellence across its menu of juices, smoothies, food and desserts.

A spokesperson for the brand said: “This launch is a milestone for us.

Expanding beyond Birmingham shows how far Juices4Life has come and how strong the demand is for cleaner, healthier options.

“We’ve had incredible support from our customers in Birmingham, and we hope Manchester shows us the same love. We can’t wait to share our unique blend of flavours with the local community.”

As Stagecoach continues to evolve and expand, Jaye and her fellow council members will play an important role in helping the network grow stronger together – ensuring every Principal’s voice contributes to a shared vision for the future. n

The company explained that expansion will include a combination of franchise and company-owned sites, with locations planned across major cities and high demand suburban areas. n

Juices4Life celebrated the store opening with special giveaway’s and prizes including a ‘black card’ for two free drinks once a day for 30 days. n

www.stagecoachfranchise.com

www.tariqhalalmeats.com/franchise

www.juices4life.co.uk/franchise

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

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

ADVICE FOR FRANCHISORS

Five reasons you’re not recruiting franchisees and how to fix them

By Lucy Archer, Co-founder, Rev PR

I

f recruiting franchisees feels different, maybe slower than usual, take heart, because you’re not alone. Many franchisors say they’re finding things challenging – advertising costs are rising, competition is fierce and in today’s hyper-digital world, audiences are more distracted than ever.

We don’t subscribe to the ‘goldfish attention span’ generalisation, though.

What studies actually show is that the average person switches screens every 40-60 seconds, down from just a few minutes a decade ago. That doesn’t mean we’ve lost the ability to focus; it simply means people have more competing demands on their attention. For franchisors, that makes it harder than ever to hold someone’s interest long enough to build a real connection.

And yes, sometimes the enquiries landing in your inbox just aren’t top quality. But even the best leads won’t convert if your brand lacks visibility, trust or clarity.

But we’re not trying to start a pity party – quite the opposite. If you know us at all, you know we’re going to give you the good stuff. Here at Rev PR, we’ve spent years helping franchisors across every sector attract, engage and convert the right people. Along the way, we’ve seen the same patterns repeat themselves.

So, here are five common communications mistakes that quietly

“

sabotage franchise recruitment – and what you can do to fix them.

1: No one knows who you are.

Sledgehammer, meet walnut. You can’t recruit people who haven’t heard of you. We know it sounds painfully obvious, but brand awareness is one of the biggest barriers to franchise growth.

Too often, franchisors rely heavily on portals or paid ads to do all the heavy lifting. Those activities are important, but they’re not enough on their own.

When someone’s thinking about investing in a franchise, they don’t just look at your listing. They google you; they check news stories, social channels and reviews. If what they find is minimal or inconsistent, alarm bells ring. A lack of visibility feels risky.

Fix it by: building familiarity long before someone clicks ‘enquire’. Share stories regularly about your brand in the franchise, trade and even local press.

Comment on industry trends. Celebrate franchisee success publicly. When prospects see your name repeatedly, they start to feel they know you, and that sense of recognition makes them far more likely to reach out.

2: Your content lacks authenticity.

We think it’s safe to say that, even with the most creative campaigns at work, a lot of franchise recruitment content sounds the same. If we played Buzzword Bingo in the office, we’d all end up sozzled by noon. “Proven model. Low

When someone’s thinking about investing in a franchise, they don’t just look at your listing. They google you; they check news stories, social channels and reviews. If what they find is minimal or inconsistent, alarm bells ring. A lack of visibility feels risky.

investment. Great support.” Yes, it’s probably all true, but none of it tells a prospect why you stand out, or how you align socially, or why they’d find their tribe in your network. If your brand voice is too detached or your stories feel overly contrived, people will struggle to connect.

Fix it by: showing the people behind the brand. Share founder stories, franchisee journeys and customer experiences. Let your leaders speak in their own voices and highlight the purpose that drives you all. That doesn’t mean letting everyone loose on their keyboards with no structure – consistency and professionalism are still vital. But get the balance right and you create authentic content that will elicit emotional responses in your prospects.

3: Prospects don’t trust you (yet).

Trust is the currency of franchising.

Prospects are making a huge financial and emotional decision; they need reassurance that you’re stable, ethical and capable of delivering on your promises.

If your PR presence is weak, if you have no third-party coverage, awards or case studies, you’re basically just asking people to take your word for it. That’s like the coyote asking the roadrunner to just ‘trust him’. Meep meep. Remember: people don’t believe what brands say about themselves; they believe what other people say about the brand.

Fix it by: earning external validation.

Pursue credible media coverage, collect testimonials and case studies and shout about awards and accreditations. Use your PR to demonstrate expertise and reliability. Every independent mention ➥ www.franchiseworld.co.uk | Winter, 2025 43

Franchisors are finding it harder and harder to meet

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

“

ADVICE FOR FRANCHISORS

NEWS

Prospects often need weeks or months of reassurance before they’re ready to commit. If your active communications dry up after the first few days of contact, you’re leaving conversions on the table.

of your brand adds weight to your claims and shortens the trust-building process.

4: You’re not nurturing leads effectively.

The biggest drop-off in franchise recruitment usually happens after an enquiry. Someone fills out a contact form, receives your brochure and possibly gets a missed call – especially if they’re at work. And then... silence.

It’s possible that days or even a week or more could go by before they hear from you again. By that point, their excitement has waned or they’ve moved on to another, more proactive brand.

We all know that franchise recruitment takes time. Prospects often need weeks or months of reassurance before they’re ready to commit. If your active communications dry up after the first few days of contact, you’re leaving conversions on the table.

Fix it by: creating a nurture journey that keeps prospects warm. Use PR content like press stories, franchisee features and thought-leadership pieces to drip-feed credibility and insight. Mix in email and social touchpoints like text or WhatsApp that educate and inspire. The goal isn’t to sell at every interaction; it’s to keep your brand front of mind until they’re ready to talk seriously.

5: Your message isn’t clear or consistent.

If you asked five people in your team to describe your franchise opportunity, would they all say roughly the same thing? If not, your prospects are probably sceptical at best and, at worst, confused.

Prospects need to quickly understand what your business does, who it’s for and why it’s a good investment. If your

“

The strongest franchisors we work with treat PR and content as strategic growth tools, not nice-tohaves.

website, social channels and franchise collateral all use different styles of communication and have too many mixed key messages, it undermines buyer confidence.

Fix it by: defining your story and sticking to it. Consistency doesn’t mean being robotic or repetitive; it means your values, purpose and social proof points come through naturally on every channel. When your message is aligned and authentic, prospects start to recognise and trust your voice.

What good PR looks like in franchising

Good franchise PR isn’t about shouting the loudest or chasing column inches for vanity’s sake. The aim of the game is to increase visibility and build that allimportant trust over time.

The strongest franchisors we work with treat PR and content as strategic growth tools, not nice-to-haves. Invest in sharing meaningful stories, make your franchisees the heroes and use your media presence to educate your market.

This will elevate your whole network’s reputation and strengthen your franchise recruitment with improved engagement, shorter timelines and stronger retention.

Recruitment challenges won’t disappear overnight, but they can be overcome.

When you show up consistently, speak authentically and build credibility in the right places, recruitment becomes a lot less of an uphill battle.

If you need help with your own PR and content, then let’s chat. We’d love to help you take your recruitment process to the next level. Email me on lucy@revpr.co.uk or call 07921 572554.

If you suggest meeting for cake, we’ll pay.

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

The Best Franchise Award winners WORKBUZZ has announced the winners of The Best Franchise Awards 2025, sponsored by Lloyds Bank. The presentation took place at the British Franchise Association Annual Conference & Awards.

The Best Franchise Awards are unique because they are based on feedback from franchisees.

Each franchisee completes WorkBuzz’s confidential online Franchise Satisfaction Benchmark survey, rating their franchisor on everything from

training and support to shared goals and how the experience of being a franchisee compares with their expectations.

The highest performing franchisors are then shortlisted as award finalists.

The Best Franchise Award winners l Business-to-Business

TaxAssist Accountants

l Business-to-Consumer

The Youth Fairy

l Children’s Services

Kidslingo

l Management

GoodOaks Homecare and Molly Maid

Steven Frost, chief executive and founder of WorkBuzz, commented: “A huge congratulations to all the winners and finalists. We look forward to continuing to champion excellence throughout the franchising industry in the years to come.” n www.franchiseworld.co.uk | Winter, 2025 45

ADVICE FOR FRANCHISORS

Who’s your reader? The one decision that can make or break the operations manual

By Penny Hopkinson, Chief Executive, Manual Magic AI

T

he effectiveness of an operations manual begins with a single, defining choice – knowing exactly who you’re writing for. Without a clear understanding of your reader, even the most detailed procedures can fail in practice.

The consequences are: training that doesn’t stick, compliance gaps, and managers reverting to ‘tribal knowledge’ rather than following documented standards.

Why reader profiles matter

Your audience determines everything – from the language complexity and technical terminology you use to the content format, delivery method, and tone of your manual. Misalignment leads to costly inefficiencies and inconsistent performance across sites.

Manuals that resonate with their readers, on the other hand, drive faster onboarding, higher compliance, and stronger brand protection.

Building reader profiles

Effective manuals start with detailed reader personas. In franchising, that means differentiating between franchisees/store managers, and assistant managers – each with different skill sets, learning styles, and daily pressures.

For example: l Coffee shop franchisee/store manager

Typically aged 35-55 with prior management or multi-site retail experience, they value structured dashboards, concise directives, and quick access to key performance indicators.

“

Identify your audience first, design every page for their reality, and you’ll transform your manual from a static document into a living system of performance, compliance, and brand culture.

They prefer plain English, clear verbs, and visual content supported by data.

Manuals should highlight the operational and financial implications of each procedure and provide versioncontrolled, audit-ready documentation. l Coffee shop assistant manager

Typically aged 25-35, often promoted internally, they need microlearning modules, visual checklists, and smartphone-based ‘watch-do-check’ tools. Their focus is task execution and team coaching, not financial oversight.

Visual-first design, short attention-span content, and gamified progress markers increase engagement and retention.

Tone and structure should align with task urgency and reader expectations, such as:

l Directive: For time-critical actions – “Stop service immediately.”

l Coaching: For skills development – “Watch how tilting the pitcher changes texture.”

l Professional/regulatory: For compliance documentation, audits, and traceability – “Record equipment calibration results in the daily log.” l Visual-first/microlearning: For ‘watch-do-check’ reinforcement via smartphone videos and infographics – “Proper handwashing techniques.”

Selecting the correct tone ensures

instructions are understood, trusted, and consistently applied.

Generational considerations

Teams can be multi-generational.

Older members still prefer printable guides, while those under 30 expect mobile-first visuals and short videos.

Manuals must bridge both – blending text-based structure with rich media.

Benefits of reader-centered manuals

When content is matched to reader needs:

l Training efficiency increases through contextually relevant learning.

l Compliance strengthens as procedures are understood and followed.

l Onboarding accelerates because content feels familiar and intuitive.

l Brand integrity is safeguarded with consistent, audit-ready communication.

In summary

An operations manual is not just a repository of procedures – it’s a communication tool. Its success depends entirely on how well it speaks to its intended reader.

Identify your audience first, design every page for their reality, and you’ll transform your manual from a static document into a living system of performance, compliance, and brand culture.

l Manual Magic AI provides franchisors with a reader-profiled operations manual designed to create version-controlled, searchable content with micro-videos, infographics, FAQs, and storyboards auto-linked to procedures. n

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

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

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

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

Fieldfisher maintains a superlative franchising practice.

Chambers UK 2025

Top ranked for franchising in the UK

by Chambers and The Legal 500. fieldfisher.com

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

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

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

LEGAL ADVICE FOR FRANCHISORS

Website compliance: legal developments and practical insights for franchisors I

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

n today’s digital-first world, a franchise’s online presence is often the first point of contact with consumers.

But with that visibility comes legal responsibility. And in 2025, the compliance landscape is more complex than ever.

This article explores the topic from the perspective of a UK franchisor who is operating a consumer facing website.

1. Overview

There has been a wide variety of legislative changes which impact business websites. For example: l UK Data (Use and Access) Act 2025

It amends, but does not replace, the Data Protection Act 2018.

l Simplifies cookie consent rules (no requirement for low-risk cookies which track users across websites: e.g. analytics, improving website functionality). l Obligation to update pop up banners. l Clarifies automated decision-making

(organisations can use ADM more freely, but must be transparent and provide mechanism for individuals to review/contest decisions). l Online Safety Act 2023

l Applies to websites with usergenerated content or search features.

l Requires risk assessments and reporting tools for illegal content and child safety.

l Mandates age assurance and content controls for services likely accessed by

children. Update Ts and Cs around content moderation and user rights.

l Fines up to the greater of £18m or 10 per cent of global turnover.

l Accessibility requirements

l Equality Act 2010: UK websites must

be accessible to users with disabilities.

l European Accessibility Act (June 2025): Stricter standards for UK businesses serving EU customers.

l Accessibility by design – so conduct regular audits and training.

However, the Digital Markets, Competition and Consumers Act 2024 (DMCCA 2024) is the most significant overhaul in years of the UK’s competition and consumer law regimes.

2. Legal developments in the DMCCA 2024

The long-awaited DMCC Act received Royal Assent on 24 May 2024. Different aspects of the Act will come into force during 2025 and 2026, but most of the consumer related changes came into effect on 1 April 2025. Key changes introduced by the DMCCA: l Empowered enforcement – the

DMCCA grants the CMA direct enforcement powers, reducing reliance on court actions to address violations.

l Increased liability – brings the CMA’s consumer law enforcement powers to the same level as the competition enforcement regime, with the CMA able to fine businesses up to the greater of

“

10% of their global turnover or £300,000 for infringing UK consumer law. l Focus on targeting unfair

commercial practices –

l Drip pricing: The practice of advertising a low initial price and then adding unavoidable mandatory fees (e.g. booking fees, service charges, taxes) later in the purchase process, often only visible at checkout. The DMCCA, introduces some key requirements:

(i) Total Price Disclosure – businesses must clearly display the total price upfront in any invitation to purchase (e.g. product pages, ads, emails). This includes: all mandatory fees, taxes and charges, and any delivery or freight costs that are unavoidable.

(ii) If the total price can’t be calculated in advance, businesses must explain how it will be calculated, with equal prominence to the headline price.

(iii) No Partitioned Pricing – showing a breakdown of price plus fees without adding them together is not compliant.

The full total must be shown.

(iv) Optional vs Mandatory Charges – only genuinely optional services (e.g. add-ons the consumer can choose not to buy) can be excluded from the headline price. Simply listing a charge separately doesn’t make it optional.

l Fake reviews: The DMCCA makes fake reviews an automatically unfair ➥

Website compliance is no longer a “nice to have” – it’s a legal and strategic imperative. For franchise businesses, the challenge is twofold: ensuring compliance at the brand level and across a potentially diverse network of franchisee-operated sites. www.franchiseworld.co.uk | Winter, 2025 49

LEGAL ADVICE FOR FRANCHISORS

“

My advice? Treat website compliance as part of your core franchise governance strategy. Provide tools, training, and oversight – and make it part of your franchise agreement.

commercial practice, meaning they are illegal regardless of consumer impact.

This includes commissioning fake review, concealing incentivised reviews, facilitating fake reviews (i.e. platforms or intermediaries that sell or enable fake reviews are also liable) and publishing reviews in a misleading way (i.e. selectively showing only positive reviews, removing negative reviews and creating misleading presentation of review data such as star ratings). l Auto renewing subscriptions: The

Act introduces new consumer protection measures targeting auto-renewing subscriptions (i.e. highly relevant for gym/class-based systems). Cancelling must be as easy as signing up. This will be enforced in Spring 2026. l Deceptive marketing practices

generally but particularly in relation to greenwashing: The Act significantly bolsters the existing legislation that protects consumers from aggressive and misleading commercial practices.

Consumers and businesses can raise concerns about alleged greenwashing to both the CMA and the Advertising Standards Authority (ASA) and both regulators now have greater power to investigate greenwashing. Example: ASOS, Boohoo and George at ASDA were investigated in 2024 for making misleading environmental claims.

The CMA scrutinised how these brands described and promoted their “green” or “sustainable” ranges. The investigation found that some claims were vague or unsubstantiated, such as using terms like “eco” or “responsible” and “sustainable” without clear explanation or evidence.

As a result, ASOS, Boohoo, and George at Asda signed formal undertakings to ensure all future green claims are accurate, clear, and substantiated. These brands were not fined in this particular case, but the investigation led to enforceable commitments and set a precedent for stricter enforcement under the DMCCA.

l Territorial reach: The DMCCA applies to any business targeting UK consumers, even if based abroad.

3. Compliance requirements for franchise businesses

Franchise businesses need to engage with the following: l Transparent pricing disclosure –

Businesses must clearly display total pricing upfront, removing hidden fees and misleading charges. l Authentic review systems – Review

platforms must prevent fake reviews by implementing strong verification and monitoring mechanisms. l Subscription model reforms – Subscription services need clear terms and simple opt-out options to prevent subscription traps.

A grace period allows initial support, but enforcement will ramp up by late 2025 to ensure full compliance.

4. Recommendations

Comprehensive digital audit: Franchisors must audit all digital platforms including central and franchisee websites to ensure compliance. Identifying high risk areas, for example the use of subscriptionbased models or use of portioned pricing.

Consider whether the digital strategy needs updating: Do franchisors take more control over website/online activities and increase their level of services in this regard? If so, how is this paid for? Potential loss of control for franchisees could raise legal risks in other areas. If franchisors operate a devolved online business, then the risks of non-compliance have increased, so this requires a stronger

“

Franchisors must audit all digital platforms including central and franchisee websites to ensure compliance. Identifying high risk areas, for example the use of subscription-based models or use of portioned pricing.

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training, monitoring enforcement regime.

Update franchise agreements: Franchise agreements and the manual should be revised to align with DMCCA 2024 and UK competition law for clarity and enforceability.

Updating policies: Contractual updates should reflect compliance obligations, protecting the brand against regulatory risks and reputational harm.

Ensuring uniform compliance: Franchisors must enforce digital policies, training, and monitoring for consistent adherence to consumer protection standards. Proactive digital compliance management is essential to avoid CMA enforcement and protect the franchise network’s reputation.

Develop compliance toolkit: Create a digital compliance toolkit addressing pricing, review moderation, subscriptions, and data handling for franchisor employees and franchisees.

Training and engagement: Implement training programmes and engage with CMA during the grace period to maintain standards and reduce risk.

Competition law warning: UK competition law prohibits total bans on franchisee internet use as ‘hardcore restrictions’ and sets clear legal boundaries. Recent court cases highlight legal risks of overly restrictive digital policies, emphasising the need for balanced regulation. Franchisors must justify, document, and consistently apply internet use limits to avoid void agreements and fines. l To conclude: Website compliance is no longer a “nice to have” – it’s a legal and strategic imperative. For franchise businesses, the challenge is twofold: ensuring compliance at the brand level and across a potentially diverse network of franchisee-operated sites.

My advice? Treat website compliance as part of your core franchise governance strategy. Provide tools, training, and oversight – and make it part of your franchise agreement. n

ADVICE FOR FRANCHISEES

How franchising solves challenges service-based businesses face

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

M

ost service businesses start the same way – one person, one van, one big dream. You’re great at what you do, but suddenly you’re also the marketer, the admin, the bookkeeper and the customer service team. It’s rewarding work, but it’s relentless – and it can feel like you’re building the plane while flying it.

Franchising takes the pressure off. With proven systems, training and ongoing support, it gives new business owners the structure to grow sustainably and the confidence to deliver a consistently professional service from day one.

and you risk taking on costs before you’re ready. Too late, and burnout sets in.

That’s where a franchise like My Property Pros (MPP) makes a real difference. Franchisees start with a clear roadmap for growth. They’re shown how to structure their time, when to hire help and how to use automation to remove repetitive tasks.

MPP’s tech-led systems streamline everything from customer communications to invoicing, giving franchisees the breathing space to focus on the work that really drives success.

Here, I explore the three biggest challenges faced by service-based businesses – and how franchising helps turn service novices into confident business owners.

With this structure in place, growth stops being a guessing game and becomes a guided process – one backed by experience, data and ongoing support.

1: Managing the workload – and knowing when to grow

2: Maintaining customer service standards as the business scales

In the early days, most service providers wear every hat. You’re doing the work, managing bookings, replying to enquiries and squeezing in admin after hours. For many, this all-consuming stage is where enthusiasm starts to waver. There’s only so long one person can sustain that pace.

The challenge is knowing when – and how – to make the leap from solo operator to business owner. Too soon,

Customer experience can make or break a service business. When you’re small, it’s easy to maintain standards because you’re personally involved in every job. As demand grows and you take on staff, keeping that same level of care becomes harder.

This is where many independent businesses struggle. Great technical work isn’t enough if communication slips or follow-ups are forgotten.

Customers remember how they felt, not just what you did.

MPP’s model builds customer service excellence into every step. Franchisees follow a proven system for managing client relationships, supported by technology that ensures no enquiry is missed and every customer is kept informed. Automated responses, branded templates and feedback tools make professional service easy to deliver – every single time.

In a service business, reputation is everything. At MPP we’ve built processes that help our franchisees deliver consistently high-quality experiences from the first call to the final invoice. That’s how you turn onetime customers into loyal advocates.

By making great service repeatable, franchisees build the kind of trusted reputation that independent operators often spend years trying to establish.

3: Recruiting and retaining the right people

Once the business gains momentum, people become the next big challenge.

You can’t do it all forever, but finding staff who share your standards and attitude isn’t easy. Recruitment and management are skills that most new business owners have never had to learn before. ➥ www.franchiseworld.co.uk | Winter, 2025 51

ADVICE FOR FRANCHISEES

“

NEWS

Franchising has always been about opportunity. You don’t need experience to succeed – just the right attitude and a willingness to learn.

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Inconsistent hiring or unclear expectations can quickly lead to high turnover and uneven service – both of which can damage a growing brand.

MPP supports franchisees every step of the way. They’re guided on when to recruit, how to identify the right people and how to build a positive, accountable culture. From job descriptions and interview frameworks to onboarding tools and HR support, the structure is there to help franchisees build reliable, motivated teams who take pride in their work.

That support means franchisees can focus on developing people, not just managing them – creating strong, stable businesses built on shared values and professionalism.

Support creates confidence

The real power of franchising lies in the confidence it gives people. People join franchises like MPP because they want the freedom of running their own business but don’t want to feel lost in the process.

We show them what ‘good’ looks like – from managing finances and growing a team to creating a customer experience that keeps people coming back. It’s not just about systems. It’s about confidence.

That confidence changes everything.

With expert guidance, marketing support and a recognised brand behind them, franchisees can grow with assurance rather than fear. They gain the tools to make smart decisions, the credibility to win customers and the structure to keep things running smoothly – even on the busiest days.

By combining technology, communication tools and a culture of collaboration, we help everyday people build professional, scalable service businesses that feel established from the very beginning. n

www.mypropertypros.co.uk/franchise

I didn’t join ActionCOACH to be a solo act. The vision is to build a team of coaches who can impact even more businesses across the region. – Vern Dercksen

ActionCOACH’s partners ‘fast-track’ success A

ctionCOACH, the business coaching franchise, reports it has ‘supercharged’ its UK network with the addition of two standout franchise partners, Vern Dercksen (above) and Kieran Harris (right).

With decades of leadership experience, a passion for transformation and ActionCOACH’s proven systems, Dercksen and Harris are on a mission to help UK business owners achieve sustainable and measurable growth.

‘Structure and a bigger platform’

Dercksen’s career has spanned theology, sales, operations and entrepreneurship.

After starting his own coaching practice in 2023, he realised he wanted more structure and a bigger platform – which led him to ActionCOACH.

“The discovery day blew me away.

Everything aligned – the culture, the systems, the community – I knew I’d found my home.”

He joined the ActionCOACH network in January, 2025, and now leads a growing firm across Crawley, Horsham, Gatwick and the wider Sussex region.

“I didn’t join ActionCOACH to be a solo act. The vision is to build a team of coaches who can impact even more businesses across the region.”

‘Training was industry leading’

Harris, who has a background in teaching and a 20-year leadership career in logistics and operations, is based in King’s Lynn, Norfolk.

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

“I’ve always been passionate about helping people become successful. I’ve played and coached sport, mentored corporate teams and taught in classrooms, so coaching a diverse range of people has always been a constant.”

A connection, 15 years ago, through the love of cricket with Ian Christelow, co-founder of ActionCOACH UK, sparked Harris’ initial interest in the franchise – but he waited until the time was right to invest.

“I could see the training was industry leading. It also provided the opportunity for me to combine my skills with ActionCOACH’s systems, which are proven to set you up for success – and that’s exactly what I wanted to achieve for my community.

“The speed of growth since my launch seminar has been really positive. It’s great to work with new clients – it’s a real motivation for me to help them develop and be successful. For anyone joining ActionCOACH, my advice is: work hard, go all in and never stop learning.”

Christelow praised the duo’s early impact. “Vern and Kieran are the perfect examples of how very different career paths can lead to the same destination – helping others succeed.” n

www.ActionCoach/franchise.co.uk

ADVICE FOR FRANCHISORS

Digital marketing mistakes franchises often make

By Rob MacFarlane, Content Writer, Mayfly Internet Marketing

T

o be a successful franchise in 2026 and beyond, it’s a non-debate that your business needs some kind of digital presence. Not just that, you need to have a dedicated digital marketing strategy in place to help grow your franchise within its niche.

Unfortunately, many franchises fall short due to the unique challenges that come with franchise marketing. Fixing these mistakes is essential to ensure regular leads and protect your bottom line.

Here, I outline the six most common mistakes we see from franchises when executing their digital marketing strategy. The hope is that you won’t fall into these bad habits and your business will be better off for it.

Why digital marketing matters for franchises

As is the case for most businesses nowadays, franchise customers largely search for goods and services online, increasingly using their phones. It’s estimated that as much as 81 per cent of retail shoppers do online research before making a purchase.

The takeaway here is that people, now more than ever, have limited time to spend browsing for the right products and services. The main objective of digital marketing is to grab consumers’ attention when they’re researching, as this typically means they’re ready to buy.

A tailored search engine optimisation (SEO) and digital marketing strategy

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can help your franchise to both rank well in search results and stand out to its target audience. This applies to the service side of the business, as well as its franchise offering.

Furthermore, an effective marketing campaign won’t just serve the franchise brand, but also benefit each of the franchisee businesses under its umbrella.

Securing strong brand visibility and public perception gives new franchisees a significant leg-up on their competition, as this would take years to develop if they were to start from scratch on their own.

Common franchise mistakes in digital marketing

A successful digital marketing strategy for franchises must follow a cohesive approach that brings together various channels and aspects of the business.

If you don’t take the time to plan out your marketing strategy, you could be spending money on efforts which don’t lead to adequate returns.

1. Inconsistent messaging

Creating a consistent brand identity is essential for any type of business, but arguably more so for franchises due to their size and the range of different locations. It helps to make your brand more recognisable and familiar to boost trust. On the other hand, inconsistency leads to confusion for customers, which can ultimately lead to doubt when they’re making purchase decisions.

Inconsistency can occur on many levels, from style and design elements to tone

A successful digital marketing strategy for franchises must follow a cohesive approach that brings together various channels and aspects of the business. If you don’t take the time to plan out your marketing strategy, you could be spending money on efforts which don’t lead to adequate returns.

and wording within messages. For instance, your website content has been designed to be warm and friendly, but then your email communications are overly formal. This can be jarring for people trying to get to know your brand and can come across as unprofessional.

l Solutions: You must have clear marketing guidelines for franchisees to follow. This should also be accompanied by professional training and ongoing support to help ensure your brand identity is communicated consistently with every piece of content published.

Guidelines will cover the franchise’s tone of voice, values, and brand imagery.

You can create templates for marketing materials, such as emails and social media posts, to ensure uniformity.

Don’t be afraid to revise and update aspects of your brand throughout your business lifecycle. Just be aware that you’ll need to guarantee that any changes are passed down to every franchise location.

2. Lack of local SEO

Many franchise owners fall into the trap of considering marketing solely on a national level. While your central brand is spread across multiple areas, it will operate locally to provide its services.

As such, when customers interact with your brand, it’s usually the case that they’ve searched for local services rather than your brand directly. You’ll be at a significant disadvantage if you rank behind competitors for local terms associated with your main services. l Solutions: Local SEO efforts can include optimising the franchise website for local terms and ensuring it’s cited in local directories and map packs. You should also optimise individual location pages, adding expertise and authority in the form of reviews and testimonials.

The more you can demonstrate your

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

Franchise Marketing that works

Get seen, get engagement, get ahead.

SEO Develop a successful SEO strategy rooted in your business’s unique goals.

PPC A cost-effective method of driving relevant traffic to your site, fast.

Web Design Make an impression, add value and entice your audience to cross your digital threshold.

Businesses in the franchise sector we’ve worked with:

Book your free consultation today. may-fly.co.uk

0151 254 1727

franchise’s presence in an area, the better. So be sure to include details of any community events or regional partnerships too.

3. Ignoring reviews

Reviews, social media comments, and complaints are all forms of customer feedback that serve as social proof for users. Many people actively look for these pieces of content when they’re thinking about purchasing a product, as they reveal previous user experiences.

Failing to respond to reviews and comments, both positive and negative, can signal that your brand doesn’t have a close relationship with its customers.

Furthermore, if a negative review sits unanswered on your Google Business Profile or on a review site like TrustPilot, failing to publicly rectify the situation can create further bad blood amongst consumers.

l Solutions: Customer experience is a major factor in securing repeat business, encouraging customer loyalty, and attracting new franchisees. Taking a proactive approach to generate more reviews is therefore a must.

You can ask customers about their experience in emails or as part of your checkout process, but it’s also essential to reply to reviews and comments when you can to build a closer relationship with your customer base. It’s even possible to improve feelings with people who have had a bad experience with your franchise, whatever the reason.

4. No KPIs or regular reporting

Managing a digital marketing strategy without gathering and analysing data is like setting sail without a rudder or compass. The result is often wasted resources and missed opportunities, as you don’t know which marketing strategies are working and which aren’t.

Some franchisors have rudimentary tracking and monitoring in place, but then they fail to link these with the business’s goals. So while they might be able to see changes in sales, they’re limited in that they won’t be able to conclude if the amount spent on marketing is breaking even or generating profit.

“

It can be difficult to keep up with all the developments in the digital marketing world whilst also running a franchise at the same time.

That’s why it can be worth investing in outsourced professionals to support, or even lead, your digital marketing efforts. l Solutions: To avoid this mistake,

internal systems should be set up to accurately track and measure marketing campaigns. Your internal team should then have time put aside to regularly analyse marketing data, identify trends, and adjust your strategy accordingly.

Your marketing metrics may look different depending on the main channels used by your franchise.

For instance, most will look at website traffic and conversion rates, but it can be beneficial to measure social media engagement if your franchise has a significant following.

5. Poor site structure

Franchise sites often list all of their territory locations under a single generic ‘Find us’ or ‘locations’ page that stuffs everything into one uniform resource locator (URL). While this might seem like the right thing to do to condense the overall size of the website, it makes it harder for search engine ‘bots’ to understand the content and match it to local searches. Furthermore, it can hurt the experience for users, as they might have difficulty finding their area within a long list of other locations.

l Solutions: The solution for franchises is to build topical authority through a scalable URL structure that allows both users and search engines to navigate the site. For example: ‘Myfranchise domain/ locations/london/brixton’.

You can also add location-specific schema for franchise location pages.

For franchises, LocalBusiness schema markup can be effective as it communicates the most important information about a particular page to Google.

6. Not changing your marketing approach

Marketing is an ever-evolving industry; what worked when you first started your

ADVICE FOR FRANCHISORS franchise business may not hold water the following year. In the realm of SEO and digital marketing, especially, conditions are always changing due to algorithm updates and industry trends.

Failing to update your strategy can result in stale marketing, stagnating sales and the potential loss of loyal customers.

You may also have initially misunderstood your target audience, and your franchise messaging could have been misaligned from the start. This can have implications across all your marketing efforts, impacting your brand, customer service, and how you approach new franchisees. One-size-fits-all marketing is also unlikely to have the same effect across different locations.

l Solutions: Put time aside to regularly review the results of your marketing efforts and track progress. Adjusting your marketing strategy will be difficult if you don’t have systems in place to record sales and revenue from marketing efforts. Google Analytics and Search Console are readily available for almost all websites to track user visits and actions, although you could also set up a customer relationship management (CRM) system that’s tailored to your franchise.

Of course, it can be difficult to keep up with all the developments in the digital marketing world whilst also running a franchise at the same time. That’s why it can be worth investing in outsourced professionals to support, or even lead, your digital marketing efforts.

Franchise digital marketing support

Franchises must lead by example so their franchisees can be confident in the support they’re receiving and the business model they’re working from.

This applies to marketing as well. By avoiding the common mistakes of other franchises in digital marketing, it’s only a matter of time before your business expands its market share. l If you’re struggling to find the time to put into any aspect of your digital marketing, don’t hesitate to contact us at Mayfly. n

www.may-fly.co.uk

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

NEW TO FRANCHISING?

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

By Nick Riding, Editor, Franchise World magazine

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.

56 Winter, 2025 | www.franchiseworld.co.uk

Q Would it be better for me to go it alone and start a business without having regular fees to pay?

You would miss the many benefits of being a franchisee, such as training, the use of the franchisor’s proven business system and branded, marketing and ongoing development.

You would also face much less risk than you would if you were starting out on your own, particularly in a type of business in which you had no knowledge or experience.

With a franchise you have all the help you need to set-up your own outlet of a business in which success has been demonstrated by its existing franchisees.

Speak to them, and ask their opinion of aspects such as the standard of their initial training, the accuracy of the franchisor’s financial forecasts (income, outgoings, etc.) and the level of ongoing support they receive.

Q Which franchise should I buy?

This is the big question only you can answer. It’s rather like asking what house or car should you buy? As with them, it depends on your personal situation, preferences and available finance.

What can you afford? What are your personal aptitudes and working background? What would you really like to do for the rest of your career? Would the business need the support and participation of your family? Would the franchise be profitable enough to support your lifestyle? Would it meet your work/lifestyle balance aspirations?

Before looking at these questions in-depth, you need to ask yourself whether you are, in fact, suited for self-employment, and whether you

would be prepared to run the business according to the franchisor’s ‘rules’.

You will at the end of the day own your own business, but you must accept the fact that you are not entirely your own boss as you must run it according to the franchisor’s system.

This is necessary to maintain the quality and integrity of the whole network. After all, you are buying into the system not just to benefit from the brand but also its proven business system so why try to change it?

Q I often see franchisees described as franchise owners. Is this true?

No, it’s misleading. It is the franchisor who is the franchise owner.

Certainly, the franchisee owns his business, but it is only able to trade in a particular franchise under a contract with the franchisor for a stipulated period, usually with the option to renew for a further term.

It is only by owning the business that the franchisor can be in the position to police the network and ensure that each franchisee maintains the brand’s standards and reputation.

This issue was made clear by one of the UK’s earliest and successful franchisors who preferred to call the system ‘business leasing’, as it is a process in which the franchisee ‘leases’ the franchisor’s brand and businessformat for a contracted period.

Q Might the necessity to strictly follow the franchisor’s formula make the business insufficiently challenging?

This question is often overlooked.

Some franchisees are, of course, more ambitious than others. There are those who are looking mainly for a comfortable work/life balance, rather than making large profits.

However, franchising does offer the ambitious the opportunity to become a multi-unit franchisee with a significant regional chain of outlets.

If you are highly ambitious, negotiate with your prospective franchisor at the

buying stage to include in the agreement an option on extra territories/sites. Some franchisors particularly welcome franchisees who have aspirations to open a number of outlets and are particularly looking for candidates with the ambition to become multi-unit franchisees.

The benefits for the franchisor is that it doesn’t have to face the costs of recruiting and training the ambitious franchisee and, most importantly, knows that he is successful in the business. You suit them, and they suit you. Also financing extra units is easier as it can come from the profits of the earlier outlets.

True entrepreneurs are, however, unlikely to be fulfilled in conforming to what they increasingly see as restraints imposed by the franchisor and they may, in fact, be better suited to starting their own business from scratch and go on to develop it as a franchise system.

Q What does the phrase, comfort zone mean in the context of franchising?

It describes the stage at which the franchisee’s business has become so profitable that he chooses not to develop it further. He has reached his ambition and is happy with his work/life balance.

This causes two problems for the franchisor. Firstly, it puts a cap on the future royalties it receives from taking a percentage of the franchisee’s turnover.

Secondly, it gives competitors the opportunity to capture a greater share of the market.

This situation is not easy for the franchisor to overcome. It can offer incentives, such as a reducing sliding scale of royalties for higher turnovers and persuading the franchisee to sell back part of his area to create an extra territory for a new franchisee.

Ultimately, however, the franchisor may have to try and entice the franchisee to sell by offering to buy him out at an inflated price.

Q What are master and regional franchises?

A master franchise covers the whole of a country and a regional franchise,

an individual region of the country.

Such franchisees act similarly to a franchisor in respect to recruitment and control.

In return, they pay a percentage of their income from initial and ongoing service fees from their franchisees to the parent franchisor. The latter usually imposes a development target on the number of franchisees recruited over specific periods to ensure the holder develops the system.

Franchisors sell such franchises, rather than franchising directly, to avoid the cost and risk of piloting and developing their system in a country in which they have no experience of the market or culture.

They usually hedge their bet by including in the agreement a buy-back option that they can exercise after a period of time if the franchise proves successful.

It is not unknown for a wealthy U.S. franchisee to take a master franchise for a foreign country in the system in which he has made his wealth. This is an example of the more unusual entrepreneurial opportunities within franchising.

Q Are there any franchise laws to protect franchisees?

No, there are no laws in the UK specifically addressed to franchising, as there are in many countries, but the system is, of course, subject to commercial law.

The relatively few cases that have reached the courts have usually been brought by franchisees for misrepresentation. Has the franchisor misrepresented the profits the franchisee could expect? Has the forecast for the sales figures been exaggerated or the setting-up costs reduced?

Q If there are things in the franchise contract I don’t like, can I change them?

No, not in a well-run franchise. The contract sets out the rules under which the business has to be operated and, like the rules of a game, they must be followed to the letter. ➥ www.franchiseworld.co.uk | Winter, 2025 57

NEW TO FRANCHISING?

MANUFACTURING FRANCHISE

The quality and reputation of the system will depend on its standardised business formula which is spelt out in the contract and the operating manuals you must follow.

If franchisees were allowed to make their own changes, standards would differ from outlet to outlet; the franchisor would lose control; and customers would not get the same service across the network.

As a result, the quality of the franchise and its brand would decline, and along with them the resale value of your business, when it comes to the stage you want to sell and make a substantial capital gain.

The franchisor’s refusal to make changes is an indication of the strength of its system. Conversely, if it allows changes to its formula it is a sign of weakness and often its desperation to recruit franchisees. One of the most essential ‘jobs’ of the franchisor is to police its network effectively.

Q If I can’t change the contract, do I need a solicitor?

Yes, the contract is complex and you need a solicitor specialising in franchising to explain it to you. It should set out in detail what the franchisor is going to do for you and what you will have to do in return. All this needs to be spelt out in the contract and, as it will govern how you run your business, you will need to understand it to the letter.

As the franchisor has to protect its interests and those of the network even beyond the point at which you may have left the franchise, the contract can still control the options available to you after the two of you have parted. A franchisee just can’t take the sign down and continue trading as before but under a different name.

After all, it provided your training and its business system. It wouldn’t like you to become a competitor and will, therefore, want to resell your territory to a new franchisee. n

Q

If you have a question, email info@franchiseworld.co.uk

● Richard Foord (left), MP for Honiton and Sidmouth, at Isembard’s Exeter factory, the company’s first franchised site, with 22 year old franchisee, Shaun Rowcliffe.

Isembard launches its manufacturing model B

ritish start-up Isembard has launched a first-of-its-kind manufacturing franchise model designed to revitalise the UK’s industrial base and strengthen secure supply chains across critical sectors including aerospace, energy, and defence.

The model empowers operators to own and run their own precision-parts factories with unprecedented support.

Franchisees gain access to a ready-made order pipeline, financing through banking partnerships, and Isembard’s AI-native MasonOS – an integrated operating system that manages quoting, supply chain, scheduling, manufacturing, and quality control.

They also receive an accelerated pathway in gaining the accreditations required to work in critical industries.

Entrepreneurs can launch new sites or convert existing workshops into Isembard franchises.

The company currently operates four factories across the UK and the U.S., and plans to reach 25 in these territories before further expanding into Europe.

Isembard recently secured £7m in a seed funding round led by Notion Capital, with support from 201 Ventures, Never Lift Ventures, NP-Hard Ventures, and Material Ventures.

58 Winter, 2025 | www.franchiseworld.co.uk

Alexander Fitzgerald, founder and chief executive, created Isembard through the frustration in the slow process to acquire vital replacement machine parts critical to operations.

He recognised that thousands of small machining workshops – which make up 95 per cent of precision manufacturing capacity – remain underutilised with many lacking modern software, struggle to hire and face succession issues as experienced owners retire.

The company adds the erosion of manufacturing capacity coincides with surging demand from critical industries, as British companies plan to invest $650bn over the next three years to re-shore production.

Fitzgerald said Isembard’s approach could trigger a ‘second industrial revolution’ by opening factory ownership to a new generation of entrepreneurs.

“People choose a franchise for two reasons: meaningful work and a strong return – and now they can achieve both in manufacturing,” added Fitzgerald.

“By opening the doors to advanced manufacturing we can strengthen our national security and boost our economy.” n

www.isembard.com/franchise

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