canadian franchise magazine spring 2016 3#1

Canadian Franchise Magazine

LATEST NEWS FINANCIAL ADVICE FROM THE BANKS TOP LAWYERS’ ADVICE

SUPPLIERFORUM

Signarama Canada:

Showing off a new Sign of itS own

w w w. c a n a d i a n f r a n c h i s e m a g a z i n e . c o m

issue 3#1 - 2016

buying a

franChiSe find the balance

between the head and the heart

feature

buSineSS ServiCeS

The inTerface financial group

1-800-387-0860, ext 2 [email protected]

WWW.inTerfacefinancial.coM

The Interface Financial Group

1-800-387-0860, ext. 2 [email protected]

www.interfacefinancial.com

EVEN MORE REASONS…

An ‘in demand’ Financial Service

Low Capital Start up

40+ year old Organization

We work with you on every transaction

Home based

You set the timetable (think Bankers’ hours)

No cold calling/telemarketing/advertising

Support ExperienceTraining R.O.I.

GREATREASONSTO JOIN IFG









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Home based





CANADiAN FRANCHisiNG

VOLuMe 3, issue 1

MARCH 2016

president: Colin Bradbury. [email protected]

publisher: Vikki Bradbury. [email protected]

editorial department: [email protected]

Assistant editor: Diana Cikes. [email protected]

Advertising [email protected]

prOduCtiOn: [email protected]

design: Jejak Graphics. [email protected]

COver iMAge: Signarama

Cgb publishing

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Sidney, BC

V8L 5M5 CANADA

www.canadianfranchisemagazine.com

Proud member of the IFA:

International Franchise Association

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Washington, D.C. 20005

Phone: (202) 628-8000

Fax: (202) 628-0812

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The information and contents in this publication are believed by the publisher to be true, correct and accurate but no independent investigation has been undertaken. Accordingly the publisher does not represent or warrant that the information and contents are true, correct or accurate and recommends that each reader seek appropriate professional advice, guidance and direction before acting or relying on all information contained herein. Opinions expressed in the articles contained in this publication are not necessarily those of the publisher. The publication is sold subject to the terms and conditions that it shall not be copied in whole or part, resold, hired out, without the express permission of the publisher.

Welcome to the Spring issue of Canadian Franchise Magazine.On the Cover is Signarama Canada, a full service sign franchise that is making the most of the spring season by showing off a new sign of its own, and it says “We’re Growing.” Turn to page 10 to learn how Signarama is embarking on an aggressive expansion strategy in Canada.

Our main feature this issue is Business Services Franchising, where one of Canada’s leading experts on franchising and multi-unit business development models, Lori Karpman, takes a look at Some Things to Consider when looking to buy a service franchise.

We also feature Angelee Brown as our Women in Franchising special feature, where you can learn how Canada’s “Unofficial” Franchise Queen is on the Rise and Looking for More Female Franchisees.

Want to know how you can make use of 15 Minutes a Week to a Richer Entrepreneurial Life? Ron Carson and Scott Ford can show you how to develop that Sustainable Edge in their new book with proven strategies for entrepreneurs to live life by design, not default.

We’ve also included some useful tips and Expert Advice from Mark Goliger

F R O M T H E

Publisher

SUPPLIERFORUM

on how you can Find the Balance Between the Head and the Heart when Buying a Franchise, and Joseph Pisani who can help you determine if you are Ready to Pass on the Torch of your business. Or do you have Too Much Yang & Not Enough Yin? Don’t worry, Patrick Stroh can show you How Innovation Governance Can Save Your Company and Five Ways to Make It Happen. And Dale Willerton and Jeff Grandfield are here to help you steer clear of Parking Pitfalls for Franchise Tenants.

Don’t forget to read the latest in industry News on pages 6-9 and be sure to check out our popular A-Z directory listings at the back of the magazine.

Happy reading!

Vikki Bradbury Publisher

“We cannot stop the spring or the fall or make them other than they are…But we can choose what we will contribute to life when each arrives.” - Gary Zukav

On the Cover10 Cover Story: Signarama Canada, Shows Off a New Sign of It’s Own

12 Buying A Franchise: Find the Balance Between Head and Heart Mark Goliger

26 Feature: Business Services

In Every Issue06 Canadian Franchising News Industry news from across the country

26 Feature Article

40 A-Z Franchising and Services Directory

ContentSMarCh - May 2016

Have Your say22 AAMCO Employee Training

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In Every Issue06 Canadian Franchising News Industry news from across the country

26 Feature Article

40 A-Z Franchising and Services Directory

Expert Advice

12 Buying a Franchise: Find The Balance Between Head and Heart Mark Goliger, Right At Home Canada

16 Are You Ready To Pass The Torch Joseph Pisani, BMO Bank of Montreal

24 Parking Pitfalls for Franchise Tenants Dale Willerton and Jeff Grandfield, The Lease Coach

26 Buying A Service Franchise: Some Things to Consider Lori Karpman, Lori Karpman and Company

34 The Sustainable Edge: 15 Minutes a Week To A Richer Life Ron Carson and Scott Ford

36 Too Much Yang And Not Enough Yin? Patrick Stroh, Mercury Business Advisors

Women In Franchising: 18 Angelee Brown: Canada’s “Unofficial” Franchise Queen

Have Your say22 AAMCO Employee Training

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Focus 14 Interface Financial Group

30 St Joseph Health and Nurse Next Door

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what’s new!

Smoke’s Brands, the powerhouse Canadian empire known best for Smoke’s Poutinerie – the “World’s Largest and Original Poutinerie,” attended Canadian Franchise Association’s Franchise Show in Calgary on February 6.

Mark Cunningham, global chief business development officer and Mike Graham, vice president of franchise development, were on-site representatives.

Among the latest news from the brand, Smoke’s just announced a franchise growth plan targeting key markets throughout Alberta, including Calgary and Edmonton. With the franchise development strategy firmly in place, Smoke’s Brands plans to enter Calgary and Edmonton with a plaid-covered bang and is currently accepting franchisee inquiries. The thriving cities targeted for expansion feature renowned universities and cultural attractions, flourishing urban retail districts, lively, diverse residential areas, abundant professional sports teams and a strong tourism industry.

www.smokespoutinerie.com

Fine Details, an Oakville-based professional detailing franchise, announced it is now expanding into Canadian car dealerships after a successful trial period in several dealerships.

Dealerships that opt for a full turn-key franchise integrated into their operations will be able to offer customers interior and exterior hand car cleaning, waxing and polishing, non-drip rust protection and professional detailing.

“Our detailing services and products are

a good fit for car dealers as they already have the space, the customer stream, and likely the personnel. Our job is to show them how easily they can add additional income to the bottom line and save money with our industry-leading detailing services and products,” said Mark Shannon, President of Fine Details.

The company added that testing and packaging is now complete on its branded auto cleaning and appearance products.

“Our operators have a fully branded Fine Details product line that meets our high

standards, and offers our customers the quality and high level of protection that they search us out for,” said Michelle Shannon, vice-president of Fine Details.

Fine Details has been operating for 20 years and has established locations in Southern Ontario.

For further information on franchising

opportunities contact Mark Shannon at

1-888-843-9274.

www.finedetails.ca

fine detailS - THE CAR CLEANING SPECIALISTS

Smoke’S brandS ANNOUNCES FRANCHISE GROWTH PLAN

Signarama Canada is excited to announce the launch of Opportunities for Veterans, a program that offers an established turnkey business opportunity that truly recognizes military personnel for their years of service.

Signarama is soliciting applications from veterans interested in being part of this program. The first successful applicant will have their franchise fee waived entirely, and all other qualified entrants will receive substantial savings on their fees.

In addition, for every veteran who opens a Signarama franchise, the company plans to donate $5,000 towards military initiatives, and is actively reviewing opportunities within the military community to make a difference.

“We’re doing this for many reasons,” Al Aroud says. “The main reason, quite honestly, is that Canada has been extremely supportive of our cause in Syria. We’re from Syria (originally), and we feel like it’s a way of showing veterans that we care for what they have done, and here’s a way for us to help and give back if we can.”

The application deadline is June 1, 2016. To participate you must be or be qualified to be an honourably discharged Canadian Military Veteran, and you must submit a short (500 words or less) profile, outlining your experience and service within the Canadian Forces.

Signarama is the largest sign franchise in the world, standing as the leading innovator in the industry. Signarama was also named #1 sign franchise by Entrepreneur magazine for 2014. Signarama is the best in the business and will start you off with all of the tools that you need to succeed.

For more information on Signarama Canada, please visit: www.signarama.ca

For more information on Opportunities for Veterans, please contact [email protected]


The Fort Macleod Courthouse and town hall, one of the oldest buildings in the province, needed to be made wheelchair accessible. The courthouse administration turned to Lorne Wensel, owner of Amramp Alberta to tackle this very delicate job.

The 112-year-old building could not be altered in any way, and since its use might change in the future, they were looking for a temporary rather than permanent addition. Any digging would require a team of archaeologists to oversee the project. Amramp was the perfect solution because Amramp’s modular, steel wheelchair ramps are free-standing and require no digging or excavation to install.

It took six months to get the necessary permits from Historic Sites Alberta and Historic Sites Canada. Installation was tricky to fit a ramp and step combination into a narrow walkway with an arch overhead. The Rocky Mountains were a beautiful backdrop for the job. Townspeople were friendly, coming up to inquire about the installation and share their memories of the courthouse and what it meant to them.

The Fort Macleod Courthouse, built in 1904, predates Alberta’s designation as a province, originally serving as a trading post for the Northwest prairie territory.

For more about Amramp and available franchise territories in Canada, call 888-715-7598.

www.amramp.com

ramping it up

Signarama canada LAUNCHES NEW VETERAN PROGRAM BY ANNOUNCING $49,500 IN SAVINGS TO FIRST VETERAN FRANCHISE OWNER

112 YEAR-OLD ALBERTA COURTHOUSE

GAINS WHEELCHAIR ACCESSIBILITY WHILE FULLY PRESERVING HISTORIC DETAILS

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pita pit canada KICKS OFF NEW YEAR WITH 4TH ANNUAL RESOLUTION SOLUTION

Sport clipS haircutS REMAINS ON THE FAST TRACK BY RECENTLY AWARDING IT’S 109TH

LICENSE IN CANADA

For the fourth straight year, Pita Pit is making it easier for Canadians to keep their resolutions to eat healthier in the New Year.

The brand launched their Resolution Solution campaign on January 2, offering a convenient and customizable reduced-calorie menu and has upped the ante this year by offering guests the chance to win exciting prizes each week simply by sharing their individual resolutions in-store and through Facebook and Instagram.

“Pita Pit developed a simple way to stay on track in the New Year with Resolution Solution,” said Chris Fountain, CEO of Pita Pit Canada. “We’ve tried to alleviate the stress of planning for healthier options without sacrificing any of the flavors that our pita fanatics across the country crave.”

This year, the brand is offering 10

Sport Clips Haircuts, a modern-day barbershop concept and leader in hair care for men and boys, continues with their rapid expansion throughout Canada. The Canadian Master Franchisor has recently awarded its 109th franchise license, three years after starting operations in Canada.

The franchise currently has 26 locations open across Canada (16 in Southern Ontario, 4 in Saskatchewan, 3 in Alberta and 3 in British Columbia), and is on pace to have a total of 40 Stores open by the end of 2016.

“We started our initial growth in Southern Ontario, and have

what’s new!

delicious pitas all under 500 calories including customer favourites such as the Chicken Souvlaki, Dagwood Club, Spicy Black Bean and Buffalo Chicken. The brand also offers snack-sized pitas, known as Petitas™, along with delicious Fresh Fuel smoothies and

salads across Pita Pit Canada’s more than 200 locations. Fans can use the hashtag #ResolutionSolution for a chance to win prizes.

For more information about Pita Pit and the Resolution Solution campaign, visit www.facebook.com/pitapitcanada.

Leader in hair care for men and boys continues to expand rapidly throughout Canada

since awarded a total of 8 licenses in Saskatchewan, 8 licenses in Alberta, and another 20 licenses in British Columbia,” said Peter Kowal, President and COO of the Master Franchisor, Sport Clips Canada. “We are thrilled to have a growing presence in the Prairies and on the West Coast; it remains our goal to continue to attract superior Franchisees and open stores in strategic areas across the Country.”

The Founder and CEO, Gordon Logan, notes that one of the main reasons for the Company’s growth is that there is no compromise when it comes to the quality of the Franchisees, and the real estate locations selected.

“Our Franchisees come from very diverse backgrounds and all have strong business experience, which is what we look for most,” said Mark Schiffner, CEO of Sport Clips Canada. “Our system is proven with over 1,450 locations in the US, so a strong business background is enough of an investment for our franchise model so that we may continue to be the leader in hair care for men and boys in North America.”

www.sportclipsfranchise.ca

Speedpro OPENS NEW LOCATION IN ONTARIO

Speedpro Canada would like to introduce our newest location; Speedpro Imaging Burloak, which is located in Oakville Ontario and owned by Craig Thompson.

Craig brings 20 plus years of Promotional Marketing, Key Account Sales and Consumer Insight experience to his role as the owner of Burloak Speedpro Imaging. Working for some of Canada’s

ONTARIO’S FIRST ufc gym CELEBRATED GRAND OPENING

The fast-growing franchise that combines mixed martial arts (MMA) and fitness opened its first location in Ontario on Saturday, January 23. Located at 3900 Grand Park Drive in Mississauga, this 10,000 square-foot facility serves as only the second UFC GYM in Canada since the company debuted in 2009.

“Our reception to our gym from the local community has truly been amazing,” said Roland Bissoon, UFC GYM’s partner in Ontario. “Unlike other gyms, our coaches include professional caliber athletes with years of experience in an array of training disciplines, eager to share their knowledge and passion with our members. We are pleased to be able to showcase everything UFC GYM has to offer at the Grand Opening.”

Mississauga Mayor Bonnie Crombie was on-hand to kick off the opening ceremonies. As part of the grand opening event schedule, the gym offered free introductory classes along with a free self-defense class taught by former WEC lightweight champion Rob “Razor” McCullough.

This gym features a 24-foot Octagon®, top-of-the-line strength training and cardio machines, battle ropes, agility ladders, bag room, Brazilian jiu-jitsu studio and other functional training


equipment for dynamic workouts. The gym’s explosive workout environment uses cutting-edge training techniques inspired by UFC® athletes and provides members with everything needed for the entire family to sweat, move, live and Train Different™.

In addition to the corporate owned signature clubs, UFC GYM also offers the unique opportunity to own and operate a UFC GYM franchise domestically and internationally.

www.ufcgym.com/franchising

most well known brands, Craig delivered Marketing and Strategic Sales initiatives which drove visibility and sales.

Craig is now eager to be combining that knowledge with Speedpro’s excellence in

Visual branding to help business owners in Burlington, Oakville and Waterdown.

We are excited to have him as part of our Franchise Team!

www.speedproburloak.com/about/

Signarama Canada wants to show off a new sign of its own. It says “We’re Growing.”The world’s largest full-service sign franchise is embarking on an aggressive expansion strategy in Canada. Only 40 of the company’s 900 worldwide locations are in Canada, but the plan is to increase that number to 100 within five years.

Signarama Canada Chief Executive Officer Saleh Al Aroud says that’s an achievable goal. They want franchisees who are committed to learning and growing along with the company.

“The ideal candidate would be someone that’s eager to own and operate their own business, and wants to belong to a brand rather than try to figure things out on their own,” Al Aroud says. “Someone with an aptitude to do well.

“Many of our successful franchisees have no experience with signs or even running a business when they start. Signarama provides them with a training program that governs everything that they’ll need to get their doors open.”

Signarama has been in business since 1986, with global headquarters in West Palm Beach, Florida. The company has been franchising in Canada for almost 20 years, beginning with a store in Mississauga, ON. It now has stores in most provinces from coast to coast.

When thinking of potential markets– Signarama Canada wants to go where they believe the franchisees will be most successful. No previous experience in signs or graphics is necessary to be a successful Signarama operator. The company arranges to provide successful applicants with all the training and support they will need.

Franchisees begin with two weeks

of training at Signarama’s Center for Entrepreneurial Excellence in West Palm Beach, followed by a week of on-the-job training at an established location. That in turn is followed by two weeks of technical marketing training in their new store.

The company helps franchisees to negotiate a lease, design, lay out and set up their store, find staff, and train employees. There is also ongoing marketing, advertising and public relations assistance. Al Aroud says it’s a true turnkey opportunity.

“We have a local regional support office in Mississauga. We have a very effective mentoring program. And we do a lot of achievement recognition which franchisees like. They are rewarded for doing well.”

He also notes that franchisees have access to the company’s mass purchasing power and strategic business alliances.

Signarama Canada

S H O W S O F F A N E W S I G N O F I T S O W N

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years,” Al Aroud says proudly, noting the company’s ongoing success in maintaining mutually rewarding relationships with its owners and operators. The award is based on responses to a survey that addresses a franchisor’s leadership, business planning and marketing, training and support, and operations, among other factors.

“Being a Franchisees’ Choice designee is a high honour because the high rankings in franchisee satisfaction come directly from the franchisees themselves,” Lorraine McLachlan, CFA President and CEO, said in a news release announcing the most recent awards last April.

“To earn that honour five years in a row is especially significant because it shows that these recipients are consistently earning high marks from their franchisees.”

Signarama Canada has always believed in supporting the communities where it has established locations. The company wants to expand on that by supporting its country as well.

One of its new initiatives is the Opportunities for Veterans Program. It’s designed to help veterans establish their own businesses.

Signarama is soliciting applications from veterans interested in being part of this program. The first successful applicant will have their franchise fee waived entirely, and all other qualified entrants will receive substantial savings on their fees.

In addition, for every veteran who opens a Signarama franchise, the company plans to donate $5,000 to a national fund that supports post-secondary education for military families.

“We’re doing this for many reasons,” Al Aroud says. “The main reason, quite honestly, is that Canada has been extremely supportive in many ways. We feel doing this is a way of showing veterans that we care for what they have done, and here’s a way for us to help and give back if we can.”

www.signarama.ca

One example is the affiliation Signarama has with AIR MILES. “That’s huge for us,” he says, pointing out that it’s an exclusive relationship in the Canadian sign industry.

It’s one of the things that helps to set Signarama apart from its competition in the marketplace. But that’s not all that’s different.

“This is a $50-billion industry, so there’s a lot of opportunity. And 70 per cent of our business comes from repeat customers, which shows that Signarama stores are supported by the communities that they go into. It’s a proven business model.”

More proof lies in the company’s repeated recognition from the Canadian Franchise Association. Signarama has been honoured in each and every year of the association’s annual awards.

“We’ve won a Franchisees’ Choice Award from the CFA for five consecutive

“Many of our successful franchisees have no experience with signs or even running a

business when they start. Signarama provides them with a training program that governs

everything that they’ll need to get their doors open.” - Saleh al aroud, Chief Executive Officer,

Signarama Canada

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Mark Goliger | Chief Operating Officer | right at home Canada

“at the end of the day, if your heart isn’t in it, that storefront will eventually feel like a prison.

But if your heart is in it, this journey will end up not feeling like work at all.”

If you’re looking into buying a franchise, congratulations! you’ve taken the first step on the path to owning your own business. This decision can be a life-changing process – you’re not only making a radical career change, but you’re also pouring your own time, money and sweat into a business that you can grow into something of value, both intrinsic and financial. As you begin this journey, your head is probably telling you to focus on the return on investment, average unit volumes and other financial aspects. But before taking your next step, consider trying this – listen to your heart, too. It might just be the key to achieving true career happiness.

When it comes to purchasing a franchise business, there’s usually one common factor fueling the decision – you’re ready to be your own boss. But beyond that, have you asked yourself why you chose to leave behind a corporate life to become a small business owner in the first place? It’s probably not solely for financial gain, but instead to satisfy what your heart is saying will make you happy. Someone may choose to go down the franchising path because they’re unsatisfied with the monotony of a standard nine to five job, or they simply need a reinvigorating change of pace. Whatever the case, it’s important to take stock of these catalysts – this can ensure the business you choose will be more fulfilling than your last endeavor.

In my experience as chief operating officer of Right at Home Canada, I’ve found that in the midst of researching a potential new business, a number of

factors typically determine a potential franchisee’s final decision: What’s the cost? What’s the return on investment? Is there competition in the area? How much training will I need? While these hard facts are all extremely important, the other factors – the softer side – of the business decision need to be given equal attention. At the end of the day, if your heart isn’t in it, that storefront will eventually feel like a prison. But if your heart is in it, this journey will end up not feeling like work at all.

We see this every day at Right at Home, a franchise company that provides in-home companionship, personal care and nursing assistance to seniors and disabled adults who intend to continue to live independently. Our new franchisees join the Right at Home family because our mission hits close to home and because they want to make a difference in people’s lives, not because they’re


buying a franChiSe? find the balance between the head and the heart

seeking pure financial gain. Of course, any new business venture will come with its learning curves, but if your heart is as invested as your head, breakthroughs are easier to achieve.

Ultimately, the key to success in franchising falls squarely in the franchisee’s hands. Many prospective franchisees assume that when they put up that “open” sign, the profits will just start streaming in. Instead, think of it this way: When you sign that franchise agreement, it’s like welcoming a newborn baby into the family. You’ll get great support from corporate and all the tools you need to succeed. To be properly nurtured, this

baby needs every ounce of your attention and love – your head and your heart. Whether it’s pizza, fitness, sandwiches or senior care, make sure you’re pouring your whole self into it.

Before you take the leap with the right franchise company, ask yourself this one question: Is this a product or service that you feel passionate about? If the answer is yes, then dive deeper and analyze the business to determine if it’s right for you. Your success in a franchise hinges on finding that perfect balance, so it’s important to examine both the hard and soft sides of the business before starting your franchise journey.

Mark Goliger


Mark Goliger is the Chief Operating Officer for Right at Home Canada. Prior to his tenure with the Franchisor and from 2001 to 2012, Mr. Goliger was Vice-President of operations and Sales for the Ontario, Canada Master License for Crestcom International, an international management training franchise with headquarters in Denver, Colorado.

With a unique approach and a higher level of quality of care, Right at Home Canada offers both non-medical and medical care to seniors and disabled adults who want to continue to live independently. Each caregiver is thoroughly screened, trained and insured prior to entering a client’s home. Right at Home Canada provides the Right Care, focusing on the Right People doing the Right Things the Right Way for the Right Reason. Right at Home Canada has offices in Burlington, Oakville, Niagara Falls, St. Catharines, Mississauga, Hamilton, the Georgian Triangle, Brampton, Guelph, Cambridge, Kitchener-Waterloo, London, Etobicoke South/West Toronto, Etobicoke North and Calgary.

For more information on franchise opportunities with Right at Home Canada, visit www.rightathomecanada.com/franchise-opportunities.

The Interface Financial Group (IFG) has been in business for 44 years and has accumulated some serious ‘myths’ about their opportunity along the way. This article hopes to set the record straight on three of the greatest myths.

MyTh nuMBEr OnE You need an accounting or financial service background to qualify for a franchise award. WRONG.

While this is a myth, there may be some acceptable reasoning for the belief that we seek out accountants and bankers for our franchise base. We operate in the

faCt or fiCtion?I n te r face F inanc ia l Group

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us

“While our invoice discounting service is surely all about money, the IFG 50/50 franchise is

also all about people. It is the people part of the equation that relates to our franchisees.

While a ‘numbers’ background is good, it is not crucial.”

financial services area, and we imagine that is how the myth came about.

The reality is that you don’t need such a background to be a successful IFG franchisee.

While our invoice discounting service is surely all about money, the IFG 50/50 franchise is also all about people. It is the people part of the equation that relates to our franchisees. While a ‘numbers’ background is good, it is not crucial.

What is crucial however is a solid business background that embraces the ability to communicate effectively, gather information and make a timely decision

based on that information, and exhibit excellent ‘people skills’.

IFG 50/50 franchisees spend their time in people-related situations - they meet with referral sources, with prospects, with clients, and so on. IFG only does business on a face-to-face basis, so the ability to interact with people is of paramount importance for IFG.

The numbers part and the paperwork part, we can teach - the people skills, we can’t teach so our candidates need to have already acquired them when they get to us.


Page 15

MyTh nuMBEr TWO You need unlimited funds to be an IFG franchise. WRONG.

Yes, we are in the financial service arena and yes, some working capital is needed as in any business.

The unique transaction structure that IFG has pioneered for their franchisees has resulted in a little capital going a long way.

Rather than have franchisees finance the total transaction, and thus be responsible for the total transaction, Interface works with each franchisee to limit their exposure. The franchise is called the IFG 50/50 franchise, however the franchisee is not even required to fund as much as 50%. The structure of the funding is such that franchisees only have to fund approximately 16% of whatever is needed. There are even situations where that can be lower. This structured approach enables franchisees to participate in large transactions with just a fraction of the capital required.

Because of another unique feature - ‘leverage’ - franchisees earn an income which is proportionally greater than their capital involvement. For franchisees, it is certainly a win-win situation.


smart - one of the ‘smart’ elements is that IFG 50/50 franchisees have virtually no day-to-day paperwork to complete. The franchisor handles all paperwork in terms of transactions, documentation, ledgering and funding management.

This leaves franchisees free to concentrate on the area where they excel - the people part of the business. Franchisees work with people to get things done and have comfort in knowing that there is a solid proven 44-year-old system to tackle the day-to-day paper trail. With a transaction platform that is state of the art in delivery and performance, working smart is the ticket to success.

Sometimes things are just not what they seem.The IFG 50/50 franchise certainly needs further investigation if you are a serious franchise candidate with a view to entering the fast growing financial service marketplace. While these are just three of the often misinterpreted facts about IFG, there are others attributes that don’t fit a ‘normal’ franchise opportunity.

Take territory as an example - with IFG 50/50 there is no specific territory, which results in a franchise being portable. If you re-locate, you take it with you.

Premises - again no premises required, as this represents a home-based opportunity, and likewise no employees.

If these features add up to what appeals to you, then now is a good time to pursue your dream.

For more information:

Contact: David Banfield Website: www.interfacefinancial.com Email: [email protected] Phone: 1-800-387-0860

MyTh nuMBEr ThrEE You need to work very hard to be successful with IFG. WRONG

Hard work and smart work are definitely two different things. Successful IFG 50/50 franchisees definitely fall into the ‘smart’ category.

If you are looking for a great franchise opportunity that gives you control over your time, your capital and your life style with a lot of hard work to make it happen, then IFG 50/50 is not the model. We can do the time, capital and lifestyle part, but not the hard work.

The IFG 50/50 experience is specifically geared to having our franchisees work

“Because of another unique feature - ‘leverage’ - franchisees earn an income which

is proportionally greater than their capital involvement. For franchisees, it is certainly a

win-win situation.”

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Joseph Pisani | Director of national Franchising Services | BMO Bank of Montreal

all too often, succession planning is a step that principals put off because of the more immediate concern of running the business. There is no argument that keeping up with operations, customer needs and markets is a full time job in itself,

however it is important to find the time to develop and implement a succession plan. In not planning, you actually may increase your operational risk, reduce your sale options and ultimately limit the value you get for your life’s work.

Getting StartedThere is little doubt that getting started with succession planning is the hardest part. While some see the task as overwhelming and time intensive,

you can ignite the process by thinking through three key questions: 1) What is important to me and the business? 2) How much do I need to retire? 3) When is a preferred time to leave? With answers to these questions, your advisors can fill in the succession plan details with greater ease. One of the critical steps in this regards is getting advisors’ assistance in determining how much the business is worth and how this fits with your retirement needs and timing of. If


are you ready to PaSS the torCh?

the current business value is not enough, your advisors can explore strategies of building up personal assets in advance plus methods to enhance the business’ value prior to a future sale.

realizing the valueOnce you’ve determined a value, you can then develop a strategy for tapping into it. A successful succession plan is one that allows you to gradually make the transition out of a business management


“In not planning, you actually may increase your operational risk, reduce your sale options

and ultimately limit the value you get for your life’s work.”

responsibilities also serves as a bit of an insurance policy as in the event of a principal’s incapacitation or demise, employees would be well suited to continue to run the business and preserve its value until a suitable buyer is found (or buy it themselves).

While doing nothing for succession planning is an option, developing a good succession plan puts you much more in control and creates stability. Knowing that you have a well-managed business that is not overly reliant upon any one individual for its success can give you greater latitude as to when and who you sell to. Employees and markets alike can take comfort (and likely value) knowing the direction the business is headed, family members know how they may fit into plans and ultimately it can provide principals and their families with greater financial security.

Joseph Pisani is Director of National Franchising Services for BMO Bank of Montreal.

He can be reached at (416) 927-6025 or via e-mail at [email protected].

Joseph Pisani

role while maximizing your personal financial security. Several routes are open to you. You can sell the business and invest the proceeds elsewhere, or sell a portion of your interest to achieve a greater diversification and better protect the value of your assets.

If retirement is many years away, some wealth can be unlocked without having to sell at all. In any case it is important to really understand all the financial benefits that you may currently receive from being an owner operator. When adding up all the financial benefits you derive from the business (i.e. auto expenses, income splitting, medical benefits and salary) the actual total might surprise you. Upon the full sale of a business, many of these benefits will likely go away and you will be reliant upon an investment income stream from the sale proceeds. Keeping in mind the current low interest rate environment, any investment income will likely be far less than your current financial benefits. While the risks of operating a business differ from holding an investment portfolio, carefully considering the potential for generating greater financial benefits through a graduated or delayed sale versus an immediate sale at what appears to be a high price, is a worthwhile exercise.

Who will take over?Often the business is heavily reliant upon the principal(s) for its ongoing operation. Transferring appropriate duties and responsibilities to key employees at the right time can reduce this dependency and potentially create internal successors. At a minimum, this reduced dependency can make the business more attractive to buyers (and their lenders) who recognize the inherently lower ownership transition risk. Sufficiently transferring

Without question, angelee Brown has had an interesting career path. Dubbed the unofficial “franchise queen” by friends, that title was echoed unprompted on the radio last month by a well-known radio announcer who had sent her a special birthday shout-out.

“When you have pro athletes and radio personality sending you birthday wishes alongside your close friends and family, it makes you take a step back and be incredibly thankful for every opportunity I have been given – including my new opportunity with Franchise Dynamics,” Brown said in a recent interview.

She joined Franchise Dynamics in September after two and a half years of managing franchise development at Tim Hortons, the largest and most successful franchise system in Canada. Brown feels she is now finally coming in to her own.

“I have sat across the table from hundreds of CEOs of Fortune 500 companies to small business owners and every leader in between. I’ve offered them everything from staffing solutions

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angelee Brown | Director of Franchising for Canada | Franchise Dynamics

angelee brown: Canada’S “unoffiCial”

franChiSe Queen IS ON THE RISE AND LOOKING

FOR MORE FEMALE FRANCHISEES


“We have a talent pool of untapped female potential out there, an entire market of women who may not yet realize that franchising is an excellent way to be their own CEO and find

reward through their efforts as a business owner.”

an excellent way to accomplish this. She should know – she ran a franchise when she was just 27 years old.

“Female-friendly franchises are on the rise, and there are many reasons for that, some obvious and others more subtle,” she explained. “Women are a natural fit for business ownership because research shows they are better negotiators, generally have stronger “Emotional Quotients” (EQ), and also may make better managers and people leaders. Additionally, more women now hold university degrees than men.”

Brown noted there is a shortage of women in franchising and this needs to change. Only 30 percent of Canadian franchisees are women — a number Brown hopes to increase by encouraging more women to realize their aptitude for business through education and awareness.

“We have a talent pool of untapped female potential out there, an entire market of women who may not yet realize that franchising is an excellent way to be their own CEO and find reward through their efforts as a business owner,” Brown said. “Less than ten percent of executive positions are held by women today and most will need to put in more hours than their male counterparts to accomplish that.”

Brown predicts this will be very beneficial to franchisors looking for new ways to market their business opportunity simply by targeting women. However, she cautions her passion to raise awareness is

not meant to foster a debate on the battle of the sexes.

“I could never forget my roots, as franchising runs in my blood, but it was typically the men in my family who were involved in business where the women held traditional roles,” she said. “I wanted to change that. I was always that kid who was never satisfied with status quo, which has served me well in my career.”

Some of her fondest memories are climbing up to order at one of the round swivel counter stools at her grandfather’s Big Boy restaurant.

“He operated businesses in California and Canada, and he was always heavily involved in the restaurant world,” she said. “My grandmother would burn toast so often, we would just eat at his diner. I will always remember how his eyes lit up talking to his customers. He was very passionate about his business and everyone loved him for it.”

Brown hopes to follow in his footsteps by modeling the same passion and dedication to franchising he did.

“My story is not unique in Canada. I have had the fortune of meeting many Canadian families who have built a legacy through franchising. Some are on a second or third generation of ownership. What I hope to impact positively are the attitudes of women in business-franchising in particular.”

Here are some helpful tips Brown offers women to get started:

1. Find a great female role model and ask them to mentor you formally.

to what I’m doing now, which is creating strategic franchisee recruitment plans with measurable results. It’s all about business and people.”

Tim Hortons provided her the break she needed to solidify a career in franchise development.

“I was given an incredible opportunity to create new processes and systems for a fifty year-old company,” Brown said.

She single-handedly transformed the application process – which was paper-based – while leading several other key projects including creating the hypothesis and profile of what a successful Tim Hortons franchisee is. She also admits she sold more franchises than people may think – from succession plans to stand-alone units to an airport location in Fort Mac Murray (“To a female entrepreneur,” she added).

Now working with Franchise Dynamics, North America’s largest outsourced franchise sales firm, she has been tasked with growing the company’s Canadian business, under the direction of senior leadership.

“Franchise Dynamics has been involved in over 7,000 franchise transactions in the last ten years, and Canada is one of the top countries to have a franchise in – and Canada, dare I say is my oyster,” Brown said with a grin.

Angelee Brown came from very humble beginnings. Raised in a small town in southern Ontario, she didn’t have many friends as a child.

“I always had my nose in a book,” she recalled. “In fact, when I was in school, I said I wanted to be on TV when I grow up and my classmates laughed because I was so shy. Now I’m often joking with friends that what I do would make a great reality TV show-and everyone seems to agree with me now,” she laughs.

Now a mother of two grown adult boys and a teenaged daughter, she feels that more women need to take control of their career by creating their own opportunities and she feels franchising is

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Schedule regular calls and prepare for your calls by creating a list of questions – take lots of notes!

2. Consider what your priorities are today and what they might be 10 years from now. A franchise agreement is typically 10 years with the option to renew, so what you think you need today may change drastically in the future. Consider what you can work around and what you are not willing to sacrifice.

3. Talk to banks and government programs for financing support – there are plenty of great programs for entrepreneurs and some geared to women in particular.

4. LinkedIn is a fantastic resource for Women in Business groups – use it!

5. Write out a list of things you are passionate about, frame it and hang it in a place you will see it every day. It is sometimes easy to forget to make yourself a priority when trying to prioritize other things like family friends, or work. No one will ever be more invested in you than you!

Angelee Brown is Director of Franchising, Canada for Franchise Dynamics. Based in Mississauga, Ontario, Angelee is part of the management team and reports to the Restaurant/Hospitality and Retail Division.

Prior to joining Franchise Dynamics, Angelee held a Franchise management role with Tim Hortons since 2013, reporting to the Vice President,

Development. With a focus on managing the Canadian franchising recruitment process, and influence on global processes, she was responsible for the placement of all franchisees in Canada and liaising with key internal and external Executive stakeholders.

Angelee holds four years of business ownership experience in both retail and the services sectors, along with almost a decade of recruitment expertise, working with over 300 companies to place skilled talent in Canada and the United States.

For weekly tips on franchising for women, visit Angelee’s blog at www.franchisequeen.org.

www.franchisedynamics.net

“Women are a natural fit for business ownership because research shows they are better

negotiators, generally have stronger “Emotional Quotients” (EQ), and also may make better

managers and people leaders.”

angelee Brown | Director of Franchising for Canada | Franchise Dynamics


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More than 20 countries around the world already benefit from the power of light. BE THE FIRST in Canada to offer a very innovative and new solution! VitrineMedia offers you a proven business model and unparalleled support.

To learn more about the VitrineMedia franchise opportunity visit www.vitrinemedia.com or email us at: [email protected]

Before

PHONE | +33 (0)6 98 84 05 89EMAIL | [email protected] | Franck PersonneWEBSITE | www.vitrinemedia.com

Shine brightly

Outpace competition

Capture the attention

Attract new customers and sell more

Jazz up the brand image

Be on the cutting edge of communication

After

a aMCO

“An investment in knowledge pays the best interest.” Benjamin Franklin penned this famous quote over 250 years ago and it still rings true today. Employees are the greatest asset to any business and today’s successful organizations recognize the value of investing in their training.

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“Growth does not happen without investment, and this investment in education and training is

helping aaMCO fuel franchise development.”

emPloyee training

While many businesses still see training as an optional expense, there is significant research contradicting this notion. Employees who receive training and development are able to identify their long-term career path and goals. These employees have higher morale and job satisfaction and stay with the organization longer. Additionally, the business benefits from higher sales and greater customer satisfaction, as these employees are more productive and provide better customer service.

At AAMCO we believe in the value of training employees and have made a significant investment in this initiative with AAMCO University, a state-of-the-art facility located in Newnan, Georgia. In addition to the brick-and-mortar location, “AAMCO U” offers online courses and conducts in-market training seminars. AAMCO University and our dedication to training is just one component of our long-term growth strategy. For more than 52 years, we have been a legacy brand known as the leader in transmission repair and total car care, and believe that our employee and franchisee training through “AAMCO U” and our online learning management

system will keep us at the top of the category, while also expanding our area of expertise to total car care.

AAMCO University offers a wide range of programs through four schools: Technical Excellence, Management, Franchise Ownership, and Franchise Support. Our technicians are at the heart of our organization, and we have created a technical curriculum designed to reward proficiency and achievement in entry level modules as part of a path toward more advanced technical status, such as a master technician. Career paths are designed to advance general technicians into certified technician, master diagnostician, and even master rebuilder roles. With each course the technical expands their skills and knowledge, making them a valuable asset to the organization.

AAMCO University not only gives attendees new tools to “sharpen the saw” in their daily work environment, but also ongoing opportunities for career development. Our management career paths offer successful customer service managers the opportunity to train for general manager positions, franchise, and eventual multi-franchise ownership.

INVESTING IN THE FUTURE OF YOUR BUSINESS AND YOUR TEAM


technology, we are able to offer over 300 interactive courses live or on-demand via an online learning management system. This allows us to record detailed, hands-on “how to” videos for the thousands of employees that may not be able to attend a class at any given time. Additionally, AAMCO partners with vendors to offer in-market expert training for employees at all levels of the organization.

The fourth school, the school of Franchise Support, is just as important as the first three, because it trains the team that supports our center owners. Focused on topics of brand excellence, career paths and our company culture, this training is vital in building current and future leaders.

Growth does not happen without investment, and this investment in education and training is helping AAMCO fuel franchise development. Our brand is targeting cities across Canada, such as Toronto and Calgary, as well as areas in British Columbia.

Many people believe the only thing constant is change. There is truth to that

For our center owners, there are more than 250 hours of training, as well as more than 300 online courses focused on comprehensive business ownership principles and procedural applications.

Each independent AAMCO franchisee is positioned to be a leader in their community and industry with an eye on establishing, developing and growing steady income and long-term business value for every location. We recently celebrated the first graduates of AAMCO University’s School of Franchise Ownership, with nearly 10 franchise owners successfully completing our newly expanded curriculum, and have continued to enroll both new and existing owners into the program.

This commitment to training and investing in our technicians, managers, and franchisees can be seen, touched and experienced at AAMCO University, where we provide ongoing training and support. Traditional classroom courses are held in an auditorium, and specialized technical courses are taught in a full-service auto shop located on campus.

Our training facility is highly connected. Utilizing advanced video and recording

“While many businesses still see training as an optional expense, there is significant research

contradicting this notion.”

principle in the auto industry, where waves of changing technology and style continue to revamp the automobile. To remain at the forefront of any industry, do not forget the most important constant of all: a lasting commitment to excellence in every phase of performance and customer satisfaction. That’s an investment you can take to the bank.

www.aamcouniversity.com

Do you have enough parking spaces for your customers, you and your staff? It’s a common problem The Lease Coach sees with both new and established franchise operations.

Jeff Grandfield and Dale Willerton | The Lease Coach

“For many franchise tenants, parking is free. But for some, monthly parking charges for staff vehicles can range from $85/month to several

hundreds of dollars per month.”

We’ve discussed the problems with parking in our new book Negotiating Commercial Leases & Renewals For Dummies in greater detail but here are a number of factors to consider.

First and foremost, what is the availability of parking spaces for your customers? Does it appear that there are there enough stalls for all to use?

Where are these parking spaces – in front of, behind or at the side of the building? Are the spaces “rush parking” (first-come, first-served) or assigned specifically for your use? These “signage-designated” parking spots are desirable and discourage others from taking your space(s). If your business is located near a major grocery store, consider that the

Parking PitfallS for franChiSe tenantS

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“Our message here is to never assume that your parking situation will always remain the

same.”

best available parking spots may be taken by food shoppers. Parking spaces located close to your door will be advantageous for elderly customers who do not like to or cannot walk too far.

For many franchise tenants, parking is free. But for some, monthly parking charges for staff vehicles can range from $85/month to several hundreds of dollars per month. Even if you are prepared to pay for parking, don’t assume it will be available. Consider the cost of customer parking as well. With lengthy visits / shopping trips, this cost can increase dramatically and your customers may not be able to simply run outside and put more money in a parking meter. As an option, your customers may greatly prefer “pay on the way out” parking as the lesser of two evils. This can allow your customers to bring their parking ticket into your business for validation and reimbursement.

In our experience of working for franchise tenants, here are a number of real-life horror stories for you to remember. We recall visiting a couple of business-owners who had hired us to do a new lease in a property they had found and liked. When we arrived at the property, it was around 10:00 a.m. and the parking lot was already packed with other cars. We pointed this out and questioned just how busy would this same lot be after the vacant units were occupied with more tenants. With hearing this advice, these two entrepreneurs wisely decided it would not be in their best interests to pursue this leasing opportunity. We also well remember a couple of other entrepreneurs who had been located in the same property for almost 18 years and hired us to negotiate their lease renewal. These tenants were very frustrated that their landlord had converted the property’s free parking into paid only parking – this, of course, would greater inconvenience this business’ customers. Our message here is to never assume that your parking situation will always remain the same.

As some final couple words of advice, always assume that the only parking rights you will have are the rights you get in writing in your lease agreement. Also, remember that it’s best if the

customers of the franchise tenants can park in the best stalls while franchisees and their staff can park elsewhere. Determine whether the landlord has a designated area for staff to park and whether there’s a parking policy that the property manager polices or regulates. Smart landlords require both tenants and staff to provide their vehicle license plate numbers to the property manager for this very purpose. If the landlord or real estate agent tells you that all parking is first come, first serve, you may want to include a clause in the lease agreement stating that if (in the future) the landlord gives special parking rights or privileges to other tenants that they will have to give those same privileges to you. Parking is often used as an incentive by a landlord trying to attract new tenants, and landlords have been known to unfairly divvy up the parking to suit themselves or to attract other tenants.

For a complimentary copy of our CD, Leasing Do’s & Don’ts for Franchise Tenants, please email [email protected].

Dale Willerton and Jeff Grandfield - The Lease Coach are Commercial

Lease Consultants who work exclusively for tenants. Dale and Jeff are professional speakers and co-authors of Negotiating Commercial Leases & Renewals FOR DUMMIES (Wiley, 2013).

Got a leasing question? Need help with your new lease or renewal? Call 1-800-738-9202, e-mail [email protected] or visit www.TheLeaseCoach.com.

Lor i Karpman, Lor i Karpman and Company

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Page 26

Service franchises are businesses that provide services (as opposed to products), to both individuals and other businesses. Business service franchises provide their services solely to other businesses and are commonly referred to as B2B. These franchises are offered in a vast variety of categories and industries.

For example, there are franchises in accounting that provide their services to many types of businesses, and

there are also franchises such as home health care or cruise travel that cater to a very specific market. The rapid growth of home based franchises is not coincidental but due in large part to the growth in the sales of B2B franchise opportunities, which are largely home based. Given that the service industry is highly competitive, buying a franchise with a proven system, a strong brand and effective marketing support will increase the chances of success substantially.

All over the world at 5:00 pm, people run from their desks to escape from a job they hate wanting a different lifestyle and control over their life. These people are perfect franchise candidates. The common denominator between them is

that they have usually amassed a skill set acquired over many years in the corporate world, or on the job and now want to monetize those skills in the form of their own business. Additionally, many have also acquired skills in marketing, accounting, office management, customer service, and organization that prepare them for their new leadership role. It’s not uncommon to see a CEO of a Fortune 500 company leave their position and become a franchisee of a consulting franchise.

B2B’s also tend to be on the lower end of the cost spectrum, requiring less in start up costs and significantly less to operate daily than a bricks and mortar business. The owner has complete

buying a ServiCe franChiSe:

SOME THINGS TO CONSIDER

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“ThE nEWEST anD FaSTEST GrOWInG

CaTEGOry IS “BuSInESS COnSuLTInG”,

WhErE SPECIFIC arEaS OF ExPErTISE

arE OFFErED.”

corporate deserters turned successful franchisees and are delighted to be able to assist others in building their business. They also understand the typical growth progression of the business.

4The most important factor to the success of a service

business is the definition and details of the TerritoryIt is this that will determine the potential revenue value of the business. The area must be large enough to produce enough revenue to meet the franchisee’s expectations and financial requirements for the life of the term of the agreement. Some information to assess is: (1) Is there an exclusive territory and if so, (2) how much business can be generated in that market. (3) Is there a clause that says that the franchisor cannot open another franchise within a certain distance from the location to be purchased? Is there a radius clause? A non-compete clause and if so, for how long? The bottom line is this-depending on the type of service, the territory will be calculated differently, there has to be enough business in the territory to earn substantial revenue for the term of the franchise agreement.

5Equally important is, how comfortable the franchisee

is with selling and client relationshipsBeing a franchisee is not a desk job. Franchisees must be willing and comfortable making sales calls, dealing with unhappy customers, networking and doing what needs to be done to generate business, especially repeat business. Sales and customer service skills often cannot be taught in a training course; the franchisee must come to the table with these skills needing only to learn the techniques particular to the nature of the franchise. As there are often no bricks and mortar locations, business does not walk through the door, the franchisee has to go get it.

These considerations are by no means exhaustive but they are at the top of the list of things to consider in the purchase of a B2B franchise.

An internet search of B2B franchises

flexibility to schedule their work hours around their children or other obligations. Additionally, the franchisor provides the franchisee with all the missing skill sets especially in back office business operations or marketing, which franchisees may not have had to do in their previous positions. Afterall, in order for a business to become a viable franchise, it has to be able to train almost anyone to run one of their businesses even if they have no experience in the service category.

Interested in Buying a Service Franchise? Here are some initial thoughts to consider:

1Change can be uncomfortable

Years of comfort in the corporate arena often makes it hard for individuals to make the leap from employee to franchisee. If the purchase is in the individual’s area of expertise, then the leap is a little easier. I always recommend purchasing a franchise in an area in which the franchisee is passionate. It is much easier to put in the time and energy required to grow the business if the franchisee is passionate about what they do.

2Investigate the tools is the franchisor providing

Franchisors are required to provide franchisees with complete training including (1) how to run the business (back office, accounting, and all internal systems) and (2) how to build the business (marketing tools, campaigns, materials etc). It is essential that the franchisor trains the franchisees on how to generate leads, how to sell, close sales and generate repeat business. Franchise training assumes that the franchisee comes to the table with zero knowledge and any that they do have is a bonus. This is why franchising was created in the first place: to allow individuals to get into business by using someone else’s system to generate income.

3a real advantage of the franchise model is not

just what you get from the franchisorFranchisees also get to tap into the resources and knowledge of all franchisees in the system. This sharing of information allows franchisees to assist others by trading marketing ideas, templates or new software for example. Most franchise systems are filled with

will bring up hundreds of options too many to discuss. However, the newest and fastest growing category is “Business Consulting”, where specific areas of expertise are offered. Let’s have a quick look at a few options:

• GeneralBusinessConsultinG. The typical franchisee is someone who is or who has worked for (typically large) companies or has completed mandates providing overall strategy and business development for business and high level executives. These candidates are well rounded and can offer a variety of services and advice based on their long

history of consulting. These people often work for consulting firms and are looking to have their own lucrative practice. In some cases, people have their own consulting firms already but are not doing as well as they would like so they decide to buy a franchise for the brand name and system it provides.

• CeosupportGroups. Though they have been around for a while, theses are really catching on. These franchises facilitate interaction, learning and support between business owners/executives. The franchisee typically recruits about a dozen executives who meet monthly to

Lor i Karpman, Lor i Karpman and Company

discuss issues and compare notes and generally help each other out as they have common interests. To qualify as a franchisee, the candidate must have senior executive experience and leadership qualities honed preferably in the corporate environment.

• speCifiCCostsavinGsConsultinG. These franchises are extremely specific and generally are best left to those with particular expertise and skills. The one most people may know of is in tax savings or general expense reduction. There is no cost or risk for that matter to the client, since the franchisee earns a percentage of the amount saved. Often tens of thousands can be saved for companies just in utilities, bar counts, expenses, and waste in a restaurant situation.

• it/BusinessComponent/internetmarketinGfoCusedConsultinG. These franchises provide technology services in a particular area of businesses. They can be anything from software creation to social media marketing to website creation or call centers, just to name a

“ThE MOST IMPOrTanT FaCTOr TO

ThE SuCCESS OF a SErvICE BuSInESS

IS ThE DEFInITIOn anD DETaILS OF

ThE TErrITOry. IT IS ThIS ThaT WILL

DETErMInE ThE POTEnTIaL rEvEnuE

vaLuE OF ThE BuSInESS.”

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few examples. Most business owners are not that tech savvy and even if they are, they should not be spending their time on technology or learning how to use a sales funnel. They should be spending their time generating revenue and outsourcing these types of tasks. The franchisee of this kind of franchise usually has an acquired skill set in the area of services provided.

• BusinessstaffinG

ConsultinG. This category was one of the first of its kind in B2B franchises and is still growing. Businesses always need staff and with all the online sites there are to search, most business owners get overwhelmed and decide to outsource the work. As the labour market grows and unique skill sets are created, businesses need this resource more than ever and this accounts for these franchises becoming

increasingly popular. There is an acceptance in the marketplace of the concept of “outsourcing” personnel and many companies use outsourced staff to keep labour costs minimized and margins maximized.

There is something for everyone in a business to business service franchise. People coming from a corporate environment have a lot of options and like the B2B ones where they get to connect with likeminded business owners. The likelihood of success is also higher as franchisees are selling a skill set that they have already mastered and can communicate with potential clients intelligently and with confidence.

In many cases, depending on the service, the sales cycle is shorter providing the business with a consistent cash flow which is a very attractive element of any business purchase. Couple that with working from home and a lower investment overall and there are very good reasons to look into this category of opportunities.

Owning a service franchise can be very lucrative provided, as in any other franchise that the franchisee follows the proven operating System they bought. When franchisees derogate from it, the losses begin. Franchisees forget that they bought the franchise “because” of the System. The real secret to success is no secret at all, it is simply this: If you work the System it will work for YOU!

Wishing you the Best of Luck in your New Service Franchise!

Article by Lori Karpman

www.lorikarpman.com

“BEInG a FranChISEE IS nOT a DESK

JOB. FranChISEES MuST BE WILLInG

anD COMFOrTaBLE MaKInG SaLES

CaLLS, DEaLInG WITh unhaPPy

CuSTOMErS, nETWOrKInG anD DOInG

WhaT nEEDS TO BE DOnE TO GEnEraTE

BuSInESS, ESPECIaLLy rEPEaT

BuSInESS.”

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Lori Karpman

an induStry-firSt

PartnerShiP

St. Joseph hea l th & nurse nex t Door

foc

us

“Our calling to care for our clients doesn’t end when they leave the hospital. We want to help our clients improve their health and quality of life in a personal

way, on their terms. This partnership will help us touch more lives than we could without nurse next

Door.” - John Bennett, chief administrative officer, St. Joseph health

an induStry-firSt

PartnerShiPSt. JoSeph health extendS continuum of

care with 26 nurSe next door franchiSeS to help thouSandS of SeniorS age at home

Page 30

St. Joseph health and private duty home care franchisor nurse next Door announced today that they have entered into an agreement to provide home care services to enable Southern Californian seniors continue to live independently in their own homes.

Canadian Franchise Magazine an induStry-firSt

PartnerShiP

Under terms of the agreement, St. Joseph Health has secured 26 Nurse Next Door franchises, which they anticipate will serve thousands of clients throughout Southern California. Further terms of the transaction were not disclosed.

This partnership, the first of its kind between a health care system and a private duty home care franchisor, meets the growing demand for trusted care for seniors and others who need assistance with personal care, exercise, healthy meal preparation, transportation or other basic needs in order to remain independent. Various levels of care will be available ranging from basic companionship, Alzheimer’s and dementia support, as well as skilled nursing care.

The need for home care services is skyrocketing as more than 10,000 Americans turn 65 each day, and the number of Americans over 65 will double in the next 50 years to 92 million. Significantly, AARP research shows that 90 percent of seniors want to age in their own homes.

“This dramatic demographic shift requires a change in how health systems provide the best care where and when it is most needed,” said John Bennett, chief

administrative officer, St. Joseph Health. “Our calling to care for our clients doesn’t end when they leave the hospital. We want to help our clients improve their health and quality of life in a personal way, on their terms. That can mean helping them recover at home after being discharged from the hospital, providing support as they age or assisting with other care needs. This partnership will help us touch more lives than we could without Nurse Next Door.”

The partnership with Vancouver, B.C.-based Nurse Next Door will allow St. Joseph Health to broaden its network and provide much-needed care for people of all ages.

“We are excited to be changing the home care industry with this dynamic partnership with St. Joseph Health, which is certain to fundamentally disrupt the relationship between private duty home care and hospitals,” said Cathy Thorpe, president of Nurse Next Door. “This partnership is only the beginning in providing care to the aging population in a way that puts seniors at the center of the equation, with health care providers and home care working together to ensure they are cared for with compassion.”

“Our calling to care for our clients doesn’t end when they leave the hospital. We want to help our clients improve their health and quality of life in a personal

way, on their terms. This partnership will help us touch more lives than we could without nurse next

Door.” - John Bennett, chief administrative officer, St. Joseph health

an induStry-firSt

PartnerShiP

St. Joseph hea l th & nurse nex t Door

foc

us

Nurse Next Door opened its first Canadian franchise in 2007 and now has 57 franchises in that country. The company began expanding aggressively in the United States three years ago and now boasts 80 locations in the U.S. “Our partnership with St. Joseph Health represents an important strategic shift for Nurse Next Door as we focus on opportunities to work with large U.S. health systems,” Thorpe said.

“Having experienced the challenges of building a home care service line from the ground up, we’re confident we can jump-start this offering with all the operational expertise Nurse Next Door is known for,” said Bennett.

St. Joseph Health will operate Nurse

Next Door franchise locations in Orange County, certain areas of Los Angeles County, the High Desert and Low Desert, and has already begun providing home care services under the Nurse Next Door brand. The partnership is expected to create more than 600 jobs over the next 3 years.

about nurse next DoorNurse Next Door Home Care Services is one of North America’s fastest growing home care providers with more than 130 locations across North America. Beyond providing the highest quality care for seniors, the company consistently delivers a unique Happier Aging experience to get clients back to doing the things they love to do and improving

their quality of life. Founded in 2001 in Vancouver, B.C., Nurse Next Door is quickly becoming a globally admired brand.

about St. Joseph health St. Joseph Health (SJH) is a not-for-profit, integrated health care delivery system that includes 16 hospitals, physician organizations, home health agencies, hospice care, outpatient services and community outreach services. Founded by the Sisters of St. Joseph of Orange, SJH remains rooted to the sisters’ traditions of assessing a community’s needs and adapting strategies to meet those needs. Today, SJH continues its work in the tradition of the sisters through its wide networks of outstanding services. In each region it serves, SJH reaches out to care for the poor and vulnerable, establishing and supporting many programs and services that benefit the community.

www.nursenextdoor.com

“This partnership is only the beginning in providing care to the aging population in a way that puts seniors at the center of the equation,

with health care providers and home care working together to ensure they are cared for

with compassion.” - Cathy Thorpe, President, nurse next Door


With 30 years experience in providing high quality business information,

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FEATURE

BUSINESS SERVICES

new Book Provides Proven Strategies for Entrepreneurs to Live Life by Design, not Default.Today, entrepreneurs seem to think that being busy is a badge of honor. However, too many are busy building their business and forget to live their lives—this impacts their family, friends, faith, health and passions.

What if there was a way to find a

“passion that pays” and to be “busy” balancing your priorities?

Ron Carson and Scott Ford’s new book, The Sustainable Edge: 15 Minutes a Week to a Richer Entrepreneurial Life, solves the most difficult growth challenges of entrepreneurs by unlocking the secrets of what really matters most. This thought-provoking book by two proven, entrepreneurial strategy professionals, delivers an inspirational approach for addressing an entrepreneur’s core competencies, values, goals and vulnerabilities.

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ron Carson and Scott Ford

“The Sustainable Edge offers inspiring exercises that will allow you to be brutally honest with yourself and find out what you really want out of life,” says Ford. “You don’t have to sacrifice one part of life over the other – growth feeds balance and balance feeds growth.”

Carson and Ford’s new book goes far beyond theory by presenting unique ideas, exercises and tools to put your company or destiny on a path toward profitable, sustainable growth; it also represents the authors’ personal commitment to best practices for personal and spiritual growth. Carson and Ford present actionable plans that can be implemented immediately and deliver concrete results. Each chapter is designed to inspire entrepreneurs to define and sustain a competitive edge in the complex, fast-changing world of business.

“Most business owners are out of balance forfeiting family-time and other passion-pursuits when they don’t have to,” explains Carson. “They are in desperate need for a simplified way to identify their passions and have a system where it is not work or play…but living. The Sustainable Edge is the answer to living a life by design, not default, and to succeeding in all areas of your life, not just business.”

Relying on insights and proprietary tools based on decades of experience, the authors teach you how to achieve your goals across four key areas: your business, your teams, your clients, and your personal lives. Through the book you will learn the authors’ trademarked Business Implementation Quotient (IQ) Grower process that appears in the form of end-of-chapter exercises. These easy-to-perform exercises can be completed in as little as 15 minutes per week to help


“now, the goal is not to panic but to be prepared. The development of a BCP is a

simple and an important exercise that would pay massive dividends.”

Nebraska. They have three wonderful children, two dogs, and a cat. Ron enjoys spending time with his family, golfing, flying, and pheasant hunting. He can be found on Twitter and LinkedIn.

Scott Ford, founder and CEO of Cornerstone Wealth Management Group, is ranked in the top 1 percent of all LPL registered financial advisors based on annual production. He was recognized as one of the 20 Rising Stars of Wealth Management by Private Asset Management Magazine in 2008 based on managing at least $1m in assets per client. Scott is the

author of three books: Financial Jiu-Jitsu: A Fighter’s Guide to Conquering Your Finances and The Widow’s Wealth Map: Six Steps to Beginning Again. Scott be found on Twitter and LinkedIn.

Securities offered through LPL Financial, Member FINRA/SIPC. Investment advisory services offered through CWM, LLC, a Registered Investment Advisor. LPL Financial is under separate ownership from any other named entity.

The Sustainable Edge is available on Amazon.com as well other fine booksellers.

your company boost its own Business IQ. This work is an important read for entrepreneurs in search of achieving the sustainable edge in their careers and their lives. The book also covers the following topics:

• The 15 percent growth imperative: why it’s the magic number

• How to value your clients idea of value • How to write a personal and

professional mission statement • Passions that Pay: discover what you

want for your life • 3 Steps to incorporate personal goals

into your business plan • How to be “Boldly Vulnerable” while

demonstrating impactful leadership • Learn the one behavior that the most

successful and happiest business owners do each day

“Once you have recognized and gotten rid of the reasons why you can lose, you are on the road to winning. Ron Carson’s book, The Sustainable Edge, covers this approach completely,” says Bobby Knight, Retired NCAA Hall of Fame Coach.

Ron Carson is the founder and CEO of Carson Wealth, one of the largest wealth advisory firms in the country and one of only two independent firms in Barron’s Hall of Fame, serving clients through holistic financial planning, disciplined investment strategies, and proactive personal service. He is one of the most celebrated and respected financial advisors and executives in the industry and is a sought after speaker, thinker, and investment strategist. Ron has shared his success principles, as documented in his book, Tested in the Trenches, with audiences worldwide. Most recently, Ron coauthored The New York Times best-selling book Avalanche and the blueprinting process that goes with it. Together, these tools help advisors learn how to clarify their mission, vision, and values by setting business and life goals. Ron and his wife, Jeanie, reside in Omaha,

the SuStainable edge: 15 minutes a Week to a richer entrepreneurial life

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too muCh yang & not enough yin?

hoW innovation governanCe Can Save your ComPany (five WayS to make it haPPen)

Patrick Stroh | President | Mercury Business advisors

random, great ideas and epiphanies do not need governance. But, systematic, holistic, continuous innovation at a larger scale from a multitude of sources in your business and value chain does. Here, I offer some tips on how you can marry these two (seemingly competing) forces inside your organization.

We love innovation, don’t we? It’s fun, it’s sexy, it’s headline grabbing and customer pleasing. And of course we know globalization and commoditization is forcing companies to innovate continuously or get left in the proverbial dust. Yet there’s another aspect to success that, at first blush, seems to be the opposite of the creative impulse:

discipline, or (said another way) execution. Put this buttoned-up concept together with its dreamy-eyed sibling and you have “innovation governance”—something that is sorely needed in many organizations.

Innovation governance sounds like an oxymoron, but in fact it’s an extremely powerful concept. It’s the yin and yang for innovation impact—meaning apparently contradictory forces that are actually complementary, that create synergy. It’s this elusive quality that helps organizations achieve more volume and value in their innovation portfolio.

An organization’s value proposition needs to evolve about every three to five years at today’s pace. And you simply can’t evolve that quickly without thoughtful, systematic, and disciplined innovation. You need to be creative and ideate new solutions, but you need to execute with discipline to achieve the value. You need both sides of the equation.

Innovation =Creativity&ideation

Governance =execution&disciplineIf you want to thrive and survive in today’s world, you’ll need to innovate—and that doesn’t mean the random lightning bolt idea here and there, but predictable, relentless innovation. To get real, repeatable innovation value and impact, you must employ innovation governance. It’s that simple.

Here are five ideas to help you drive innovation value at your organization:

1Talk to your CFO—now! Really, my CFO? you may be

thinking. Yes—your CFO. Our research shows that in more and more businesses, the CFO is getting tapped to support and drive innovation value creation. And when you think about it, CFOs and the office of the CFO are masters at governance already—so aligning and applying their inherent governance


too muCh yang & not enough yin?

hoW innovation governanCe Can Save your ComPany (five WayS to make it haPPen)

discipline of reporting, analysis, and critical thinking to the creativity and ideation side of innovation is logical.

Many finance and strategy leaders are now being asked to lead and support innovation too. In fact, 67 percent of senior finance and accounting professionals now support innovation in some fashion versus only 35 percent 10 years ago. This figure is predicted to rise to three out of every four finance leaders within the next three years.

Keep in mind the CFO doesn’t have to be the key ideator of all innovation concepts and radical thinking, but he or she does need to be the master facilitator and enable the organization to provide ideas, develop those ideas, evaluate them, and, if decided on, implement them to drive innovation value.

2Send this message from the top: It’s okay to fail, but

fail fast. You need the CEO in your corner and have to set the right tone in the


“Innovation governance sounds like an oxymoron, but in fact it’s an extremely powerful

concept. It’s the yin and yang for innovation impact—meaning apparently contradictory

forces that are actually complementary, that create synergy.”

4Don’t just talk about innovation. Measure it.

When you talk about innovation, many people struggle with how to measure it. This is one of the big value areas that governance can add to innovation—discipline and measurement. Be careful not to over-engineer that discipline and measurement, but you can’t improve what you can’t measure!

I outline a measurement and monitoring system extensively in my new book Advancing Innovation, using metrics such as Net Promoter Score, New Product Revenue, and External Ideation percentage—but these metrics are part of a larger categorical system that looks at your strategic archetype and points out specific, strategic relevance.

In the end, you have to be able to measure progress and value, or else you don’t know what results you are achieving by luck and what results you are achieving through leadership and execution and that are repeatable. Plus, measuring sends the clear message that you are serious about innovation—especially when metrics are linked to evaluations and rewards. It’s true that what gets measured gets done.

Patrick Stroh

organization. Yes, you’ve heard this before. It’s a cliché because it’s true: What’s valued by the CEO (and clearly communicated of course) is translated into action throughout the organization. So permission to fail has to come from the top.

If you have a high-performance organization that is used to achieving results, you may live by the mantra that “failure is not an option.” But with innovation, failure has to be an option—sometimes you have to fail at a few things in order to succeed. The CEO needs to clarify, In order to innovate, we have to be willing to try new things or execute differently, and that means that sometimes we will fail. That’s okay—just fail fast, learn something from it, and keep driving to get value!

If your CEO comes out and says this, you’ve given your rank and file permission to innovate. Of course, he or she needs to follow up by not punishing failure when it happens or the “permission” will ring hollow.

3Create multiple innovation channels inside your

company. Employees, suppliers, customers, and other constituents will all respond differently to various innovation channels. Whether you employ an Open Submission innovation channel, a Business Challenge channel, or maybe a Crowdsourcing Technology channel—some will relate and thrive in one channel and yet not in others.

The key is to find a combination of channels that work for your organization and implement multiple channels to engage as many people as possible to solicit, develop, rate, evaluate, and implement ideas.

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Patrick Stroh | President | Mercury Business advisors

“you need to be creative and ideate new solutions, but you need to

execute with discipline to achieve the value. you need both sides of

the equation.” 5Make it clear that innovation

comes in all shapes and sizes. Sometimes people talk and write only about the types of innovation that are sexy—new technology and rapid disruptive changes in businesses (think drones and Uber). Is this innovation? Absolutely! But innovation comes in many other forms and should be thought of in a portfolio fashion.

Think of innovative ideas and projects as falling into three buckets: Incremental, Distinctive, and Breakthrough. This way you are valuing innovation ideas that are smaller and near-term oriented at the same time that you value larger or longer-term innovations. You need both sides of that range and probably a disproportionate amount of ideation

focused right in the middle—distinctive ideas that will give you a competitive advantage in your value proposition and be realized in the next three to six months.

Facilitate and enable innovation in your organization that is conceived and executed across all sizes and timeframes. That way you will always have ideas and projects in the pipeline.

Innovation is no longer a luxury or something we talk about doing because it sounds fun. All organizations—businesses, agencies, government, public, private—need to always be evolving their value proposition to keep pace with change.

A good strong marriage of creativity and execution is required to survive and to thrive. The organizations that figure out both the yin and the yang of innovation, and nurture and structure their companies in ways that allow this synergy to play out, are the organizations that will be able to compete in an ever-more-changing world.

Patrick Stroh is president of Mercury Business Advisors and author of Advancing Innovation: Galvanizing, Enabling & Measuring for Innovation Value! (Institute of Management Accountants, 2015, ISBN: 978-0-9967293-07, www.imanet.org/ivs).

The book is available at: www.imanet.org/ivs.


The Garage Door Depot is Canada’s largest and only “coast to coast” garage door sales, service & installation company. Canadian owned and operated, The Garage Door Depot was founded to give consumers and businesses a professional source for residential & commercial overhead doors, openers, parts, accessories and services. What We Look For in a Franchisee

Our franchisees feel like they are part of a “family”. Each gets to work in their own market and as an independent franchise but get the kind benefits enjoyed if they were a “big company”. Some of what you get:

National Brand Recognition

Comprehensive Training Programs

Protected Territories

Technical, Business & Operations Coaching & Support

Website, Email, Digital Media and other Marketing Tools & Programs

National/Regional Vendors & Pricing

Extensive Start-up Package to get your started in your market

Annual National Conference

Industry Association Membership

We like to think of it as “being in business for yourself just not by yourself”

Interested?

For more information, please call or visit us at: www.GarageDoorDepot.ca/franchising-opportunity/

Call Toll Free: 1-844-840-3667 Or Email us at [email protected]

www.garagedoordepot.ca

FRANCHISING OPPORTUNITY Own a Garage Door Depot® Business The Garage Door Depot® is Canada’s only “national” residential and commercial garage door company and is a leader in the industry. As a Garage Door Depot franchisee you will learn from the best and be the most up-to-date, best trained and best supported garage door business in the country. We are here to help you along the path to business success.

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baSkin robbinS

named the top ice cream and frozen dessert franchise in the united States by Entrepreneur magazine’s 36th annual Franchise 500® ranking in 2014, Baskin-robbins is the world’s largest chain of ice cream specialty shops. Baskin-robbins creates and markets innovative, premium hard scoop ice cream and soft serve, custom ice cream cakes and a full range of beverages, providing quality and value to consumers at more than 7,500 retail shops in nearly 50 countries.

Baskin-robbins was founded in 1945 by two ice cream enthusiasts whose passion led to the creation of more than 1,200 ice cream flavors and a wide variety of delicious treats. In 2013, more than 13 million ice cream cakes were sold in Baskin-robbins shops worldwide. headquartered in Canton, Mass., Baskin-robbins is part of the Dunkin’ Brands Group, Inc. (nasdaq: DnKn) family of companies. For further information, visit www.Baskinrobbins.com.

To learn more about franchising opportunities, visit www.baskinrobbinsfranchising.com

dickinSon wrightOur franchise and distribution law lawyers are some of the most widely published and most respected practitioners in the world and have decades of experience representing a broad spectrum of businesses, from start-ups to multi-national and multi-brand enterprises, in a vast range of industries. With access to Dickinson Wright’s full scope of capabilities, we support our clients in their every need, including:

• Creatingdomesticandinternationalfranchiseanddistribution networks

• Preparationofdisclosuredocumentsandmaterials• Draftingandnegotiatingfranchiseanddistribution

agreements, including unit, area, development, master and international agreements

• Draftingandnegotiatinglicenceanddealeragreements

• Litigationandalternativedisputeresolution

• Marketing,advertising,promotionsandcontests

• E-commerce

• Regulatorycompliance,withparticularemphasison franchise disclosure laws, product licensing and competition law

• Protectingtrademarkandotherintellectualpropertyrights

• Purchaseandsaleofindividualunitsorcompletesystems

• Leasingandrealestateacquisition

• Corporateandpersonaltaxplanning

• Corporateandbusinesslaw

• Employmentandlabourlaw

Phone: 416-646-3842

driVerSeat

Driverseat is a vehicle chauffeur service, offering professional driving services under 4 categories, Designated Driving, assisted Transport, airport Chauffeur, and vehicle Chauffeur.

Driverseat provides its clients with Coachmen (drivers) to either drive them somewhere in their own vehicle, or to relocate their vehicle for them.

as a franchise, Driverseat is a low cost, low breakeven, high opportunity business model,

where franchisees work from home offices and focus primarily on the local sales and marketing campaigns. We offer an extensive 5 day training program, a mobile app to manage the on-call services, and significant ongoing support through our team of Franchise Conductors.

Contact: Brian Bazely Phone: 855-374-8390 Email: [email protected] Website: www.driverseatcanada.com

fired – up pizza

Fired – up Pizza is a mobile fired pizzieria that offers fresh made thin crust wood fired pizzas, Calzones, fired pies and fired dogs that will guarantee to satisfy appetites for something different.

Fired up Pizz Inc has developed and owns a unique propriety franchise system relating to the establishment, development and operations of a mobile restaurant trailer, specializing in the sale of wood fire pizza, Calzones, Fired dog and Fired pies that are prepared using the best ingredients

available and cooked using a wood fired oven. The Franchisor will train new Franchisees uniformily to its high standards of quality and service. Seasonal business 7-12 months depending on area – Easy to learn system - Turn- key operation within 48 hours of concession trailer delivery – Strong GPM – Estimated rOI 1.5 -2 years.

For more information Tel: 866 746 6999 or email [email protected] www.firedup-pizza.com

canadian franchiSe

INTRODUCING OUR NEW A-Z LISTING SECTION!

Making an appearance every issue in Canadian FranchisE magazine, each detailed, 4 color a-Z listing comes with a 150 word write up and your logo.

Excellent for branding and recognition.

Choose a 12 or 6 month package or simply add the a-Z directory onto your FOCuS, PrOFILE or aD!

To learn about the a-Z directory or any other products, please contact Kimberly Kutnick: [email protected] or 847-607-8407.


the interface financial group – ifg 50/50 The Interface Financial Group – IFG 50/50 is an affordable home-based franchise that provides short-term working capital to small and medium-sized businesses by purchasing current, quality invoices at a discount, thus accelerating the client’s cash flow and growth.

all transactions are syndicated 50/50 with the franchisee and the franchisor, and that means less working capital required to fund transaction: IFG does the bulk of the due diligence and the ‘paperwork’ for the transactions, and IFG 50/50 franchisees will concentrate their efforts on building the referral relationships – they do the ‘people work’.

Key advantages of being an IFG 50/50 franchisee include:

• Nostafftohire,fire,ormanage• Nostorefronttoown,lease,ormaintain• NoInventoryorstocktopurchase• NoextensivetravelbecauseIFGfranchiseesdobusiness

locally• Business-to-Business,professionalenvironmentwith

regular business hours of operation• Flexibilitytorelocateforpartoftheyearorpermanentlyand

continue doing business

Our franchisees are excellent communicators, relationship builders with decision-making and problem-solving skills, and much more sales & marketing oriented.IFG has been in the ‘invoice discounting’ business since 1972, and employs its franchise network around the world.


franchiSe gator

Franchise Gator is the leading destination for those seeking to invest in a franchise or business opportunity.

Serving the franchise community since 2002, Franchise Gator has consistently ranked as the #1 franchise Portal.

With a directory of over 300 franchise opportunities to browse through, the website is a one-stop destination for those interested in getting free information about franchise

opportunities so they can begin their exploratory process.

The Franchise Gator directory is searchable by industry type, location, investment amount and by top franchises. In addition to its directory, the Franchise Gator site also features numerous resources to help franchisees get started with searching for and purchasing a franchise. It also releases its own Top 100 rankings of franchise opportunities.

For more information phone: 678 748 3000 or email [email protected]

freShii

Eat. Energize. That’s the Freshii mantra. Freshii is a health-casual restaurant concept that serves fresh food designed to energize people on the go. With a diverse and completely customizable menu of breakfast, soups, salads, wraps, bowls, burritos, frozen yogurt, juices and smoothies served in an eco-friendly environment, Freshii caters to every dietary preference and type of taste buds.

Freshii will operate 200 units by the end of 2015

in 80+ cities and 15 countries, opening 2 new restaurants every week. Guests can visit Freshii anywhere from Toronto, Miami, Chicago and houston to Bogota, Dubai, Stockholm, and Dublin. Freshii restaurants are found in all types of locations from cosmopolitan cities, malls, college campuses, suburb neighborhoods, fitness clubs, airports and small towns.

Find the nearest Freshii: http://www.freshii.com.

Keep in touch with Freshii on Facebook: https://www.facebook.com/freshii. Follow Freshii on Twitter and Instagram: @freshii.

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liberty tax SerVice

Founded in 1997 by CEO John T. hewitt, Liberty Tax Service is the fastest-growing tax preparation franchise in the industry and has prepared almost 18 million income tax returns in more than 4,400 offices and online.

Liberty balances strong growth, best business practices, social responsibility, and a fulfilling life experience for our franchisees. We’re committed to creating a business system and environment that will be held up as the model for all other tax preparation franchises to emulate.

Liberty Tax is a company to watch, not just in tax preparation franchise terms, but in the business world as a whole. Our corporate team, area Developers, and franchisees are accessible and down-to-earth. We provide a supportive network and a culture that is progressive and fun.

you can join one of the top franchise opportunities in the world. Just fill out our request franchise information form to find out more about Liberty Tax.

www.libertytaxfranchise.com/request-franchise-information.html

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Skedaddle Skedaddle humane Wildlife Control has been Canada’s leader and pioneer in the area of urban wildlife control for over 25 years, helping home and business owners remove and exclude wildlife from their property in an effective and humane manner.

as cities, towns and suburbs continue to expand the need for value-added wildlife management will continue to grow. Skedaddle’s proven three step approach includes humanely removing the wildlife, repairing the damage and securing the home against future intrusion. This ensures a customized and complete solution for customers at a premium price point.

Skedaddle humane Wildlife Control is the latest brand to join That Franchise Group who manage a portfolio of six home service franchises with over 400 locations across north america. With this strong backing, Skedaddle has aggressive growth plans to

spread its footprint across Canada in the coming years. Skedaddle humane Wildlife Control is a community based business that currently provides profitable and rewarding service in 22 locations throughout Ontario, Quebec and nova Scotia. no prior experience is required to get out from behind your desk and become your own boss today.

Key Benefits Include

- high demand - low competition

- cash business - limited accounts receivable

- few employees - minimal supplies and equipment required

- rapidly profitable

- home based business - low start up costs

- excellent head office support

- environmentally friendly and socially responsible services

For more information about this exciting opportunity: Website: http://www.skedaddlefranchise.com/

Signarama Signarama is the largest sign franchise in the world, standing as the leading innovator in the industry. Signarama was also named #1 sign franchise by Entrepreneur magazine for 2014. Signarama is the best in the business and will start you off with all of the tools that you need to succeed.

Our local Signarama stores serve brand building and visibility experts in their local business communities. They don’t just sell signs...just about anyone can do that! Our stores deliver multiple products and services as part of solutions for businesses to increase customers and build brand awareness. Each of our stores is individually owned and operated by highly trained experts who serve their local community.

although signs can be found everywhere, we operate on a new concept that’s unique to our stores. We combine signs with a full

portfolio of branding options that result in a customized advertising solution for your clients’ businesses. a Signarama franchise is a solid business model that works to give back to businesses in the local community.

Signarama is a proven business. We have the operational systems and processes in place to help our printing franchise owners succeed in today’s competitive business landscape. Our team of leaders and administrators will help you to get up-to-speed on all requirements and procedures for running the business, as well as provide on-going support and training to ensure that your printing franchise has reached its full potential.

Contact: anas Saltaji Phone: (905)281-8000 Email: [email protected] Website: www.Signarama.ca

®

SangSter’S health centreS® Sangster’s health Centres® is ‘ The natural choice for health®’ and Canada’s #1 retail vitamin and nutrition franchise specializing in retail sales of vitamins, minerals and herbal products, sports nutrition, body care and wellness solutions to Canadians’ health and nutritional needs.

Serving Canadians since 1971, Sangster’s has grown across the country with store locations coast to coast. Put the power of our 4 decades of experience to work for you and your success.

On May 4, 2009, Sangster’s health Centres® was recognized as the 2009 Grand Prize Winner of the Canadian

Franchise association’s prestigious “CFa award of Excellence

in Franchising”, and in april of 2015, Sangster’s® once again

was recognized by the Canadian Franchise association

by winning the 2015 “Franchisees’ Choice” designation

award at the annual CFa awards show. This marked the 5th

consecutive year Sangster’s® has won this prestigious award.

Sangster’s® proven success system includes extensive

operational and nutritional training, ongoing support, site

selection, lease negotiation, national advertising, exclusive

national magazine and exclusive Sangster’s branded

supplements trusted by Canadians coast to coast.

Website: www.sangstersfranchise.com

Email: [email protected]

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maSSage addict Massage addict is the country’s largest and fastest growing provider of massage therapy services, with over 40 clinics across Canada. Massage addict is a proven business concept serving a gap in the market by helping Canadians improve their health through affordable, convenient massage therapy without sacrificing quality or service. Clients love the quality of Massage addict’s registered Massage Therapists and our franchise partners love the business model.

•Lowinvestmentandstart-upcosts

•RecurringrevenueandquickROI

•Approximately80%oftreatmentsarepaidbyinsurance

•Opportunityformulti-clinicownership

•Straightforwardclinicoperations

•100%Canadianownedandoperated

Massage addict is the right industry, the right business model, the right brand and most importantly it’s the right time. Call today.

Phone: 1-855-852-6108 Email: [email protected] Website: www.massageaddict.ca

planet beach

Planet Beach has taken the spa experience to a new place. Our automated spa is a unique and innovative approach to the traditional spa. Customers enjoy unlimited fully automated, spa services for a monthly membership fee. This is a recurring revenue business model for our franchisees.

Once a luxury item, spa and wellness services are in high demand because they minimize health costs, reduce stress and help people live healthy, happy lives. Planet Beach to offers luxury spa services at affordable prices.

The Planet Beach automated spa concept connects

with members because it delivers what they want:

•Convenientandaffordableluxuryservices

•Aplacetorelaxandrecharge

•Privacy,noneedforanattendant

•Innovativetechnology

•Reciprocalmembership-basedoffering

For more information

Website: www.planetbeachcanada.com or

Email: [email protected]


z-teca

Z-teca (pronounced “zee-tek-ah”) is a Canadian fast-casual Gourmet Burrito concept operating since 2007.

Ten (10) locations are currently operating and many more under development. We serve premium quality Mexican foods, such as two-handed Burritos, Burrito Bowls, Salads, Tacos and Quesadillas, all made fresh daily in our kitchens and prepared to order.

The Burrito category is experiencing significant

growth and we are looking for Burrito aficionados

– quality franchise partners who share in

our vision and are hungry for success. area

Developers and Master Franchises are also

available for the provinces of Quebec, alberta

and British Columbia.

If you have what it takes and want to get on board

with a quality Burrito concept, give us as call:

416 636 3181 ext 222 or email [email protected]

Vitrinemedia TOTALLY NEW IN CANADA!

vitrineMedia is a pioneer and world leader in LED Displays for visual marketing communications since 2007. We are experts in our field dedicated to window solutions, interior display solutions to optimize wall surfaces, and mobility solutions.

vitrineMedia helps every store make the difference. a french innovation that allows every store to shine brightly, to outpace competition and to attract new customers and sell more.

vitrineMedia offers a unique business model and an unparalleled support.

• VitrineMedia’spartnerswillownandoperateanexcitingbusiness within a defined exclusive territory.

• BrandRecognitionand8yearsofinternationalexperience

• Registeredandprotectedpatentsandmodels(IP)

• Internationalcertifications

• Startupandcontinuoussupport

• Sales&Marketingsupports

• Constantinnovationandevolution

• ProvenSalesMethod

• AccesstoaGlobalAlliancecomposedofmorethan20countries

To learn more about the vitrineMedia franchise opportunity visit www.vitrinemedia.com or email: [email protected]

Contact: Franck Personne Phone: +33 (0)6 98 84 05 89 Email: [email protected] Website: www.vitrinemedia.com

the garage door depot®

The Garage Door Depot® is Canada’s largest and only coast to coast garage door supply, service and installation company, headquartered in Port Coquitlam, British Columbia with franchises across Canada.

The Garage Door Depot is committed to providing Canadian Consumers, Business customers, Builders, Garage Door Dealers and its Garage Door Depot Franchise partners with a one-stop

destination to provide for all their residential and commercial overhead door and related product/service needs.

CFA Franchisees Choice 2014

CFA Franchisees Choice 2015

Contact: Dean Carman Phone: 604-526-1086 or 1-888-698-3667 Fax: 604-526-1087 Email: [email protected] Website: www.garagedoordepot.ca

topper’S pizza

Proven, tested, tried and true systems are among the biggest advantages to franchising versus starting your own business from scratch.

With Topper’s Pizza, you’re benefiting from nearly 30 years of successful franchise systems. During that time we have invested and reinvested in all of our operations – from our P.O.S. systems, to training policies, to marketing, to research and development… and the list goes on.

We’ve learned from our successes and we know what works and what doesn’t.

What does it mean for you? It means you get to hit the ground running with years of knowledge and experience. It means you don’t have to worry about getting all of these systems in place—you get to do what you signed up to do: operate your business and achieve your personal goals. Let the delicious pizza, our Customer-Centric Culture and successful structure take care of the rest.

www.toppersfranchise.ca

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canadian franchiSe







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canadian franchise magazine spring 2016 3#1

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