July/August 2017 – Franchise Canada https://cfa.ca/franchisecanada Produced by the Canadian Franchise Association Tue, 20 Jun 2017 19:13:47 +0000 en-US hourly 1 https://wordpress.org/?v=6.4.3 https://cfa.ca/franchisecanada/wp-content/uploads/sites/16/2020/03/cropped-cropped-favicon-32x32.png July/August 2017 – Franchise Canada https://cfa.ca/franchisecanada 32 32 Industry News for July/August 2017 https://cfa.ca/franchisecanada/industry-news-for-julyaugust-2017/ Tue, 20 Jun 2017 19:13:47 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=560 Pizza Pizza Joins Scotiabank Road Hockey to Conquer Cancer The Princess Margaret Cancer Foundation has welcomed Pizza Pizza as its new presenting sponsor for Scotiabank Road Hockey to Conquer Cancer through 2019. Pizza Pizza’s commitment supports the Foundation’s vision to Conquer Cancer In Our Lifetime. Since its launch in 2011,...

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Pizza Pizza Joins Scotiabank Road Hockey to Conquer Cancer

The Princess Margaret Cancer Foundation has welcomed Pizza Pizza as its new presenting sponsor for Scotiabank Road Hockey to Conquer Cancer through 2019. Pizza Pizza’s commitment supports the Foundation’s vision to Conquer Cancer In Our Lifetime.

Since its launch in 2011, Scotiabank Road Hockey to Conquer Cancer has raised more than $16 million for cancer research at The Princess Margaret, one of the top five cancer research centres in the world.

“We cannot accomplish the amazing cancer care initiatives happening at The Princess Margaret without the support of great corporate citizens like Pizza Pizza,” says Shawn Burt, Chief Hockey Officer at The Princess Margaret Cancer Foundation. “We are grateful to the Pizza Pizza team for joining ours in the noblest fight of all, to Conquer Cancer In Our Lifetime!”

“On behalf of the thousands of people who work at Pizza Pizza, and in our network of restaurant locations, we are delighted to support The Princess Margaret to help with their efforts to conquer cancer, one shot at a time,” says Pat Finelli, Chief Marketing Officer for Pizza Pizza.

Scotiabank Road Hockey to Conquer Cancer is a one-day road hockey event in which teams play five games throughout the day. In addition to road hockey fun, there will be live bands, a sponsor expo, on-site massage therapy, and over 50 celebrities supporting the event. To ensure a world-class event experience, Pizza Pizza will bring its wide ranging menu to the event to help fuel over 1,700 cancer warriors on game day.

To date, more than 10,000 participants have taken part. This year, the fundraiser will take place on Saturday, September 23rd at Woodbine Racetrack in Etobicoke, Ontario, where more than 1,700 people are expected to participate.


Heart to Home Meals Announces its 2016 Franchisee of the Year

Heart to Home Meals recently named its Milton-based franchise – owned by Karen Story and Tim Turcotte – as Franchisee of the Year.

The award, presented each year by President Michael Gazer, recognizes one franchisee for success in several key areas of their business – sales growth, customer service, marketing, and brand leadership. The Milton franchise posted extremely strong sales growth, excels at providing incredible customer service to its customers, and has developed several highly successful marketing programs that have been implemented across the entire system.

“I am extremely proud of Karen and Tim and their tremendous success this past year,” says Michael Gazer. “They are the epitome of the ideal franchisees, and they bring their passion, dedication, and desire to make a real difference to their business each and every day. It is my pleasure to work with them and share in their success.”


PropertyGuys.com Adds Another Location in Milton & Halton Hills, ON

John David (JD) Sutherland joins Canada’s largest private sale real estate franchise network, PropertyGuys.com, as the newest franchisee, representing Milton and Halton Hills, Ontario. John David aims to help even more homeowners access the PropertyGuys.com system in Southern Ontario. He recently completed PropertyGuys.com’s corporate training program, PropertyGuys.com University (PGU). The program, held in Moncton, New Brunswick at the corporate home office, is designed to give new owners the training and experience they need to succeed.

“PGU was extremely helpful to us as new franchisees,” said John David. “It was also really fun and we learned a lot of helpful things within a relatively short period of time. It allowed us to go back to Ontario with tons of knowledge and confidence to build our new franchise.”

“I can easily see him becoming a top performer in our system,” said PropertyGuys.com President and CEO, Ken LeBlanc. “He’s a practicing attorney, which is a great background and expertise to have when starting this business. John David also really believes in our system, and shares our ethos that the real estate industry is broken and that homeowners shouldn’t have to spend a fortune to sell their house.”

PropertyGuys.com sees the Greater Toronto Area as an important driver of its success over the next few months, as it already holds a large number of high-performing franchise locations.


Mezza Lebanese Kitchen Signs Cole Harbour in Franchise Deal

Mezza Lebanese Restaurant Group announced the signing of a new franchise location in Cole Harbour, Nova Scotia. This announcement comes during the construction wrap-up of their first franchised location in Sydney, and just off the heels of signing their second franchised location in Tantallon. These new franchise locations will bring Mezza Lebanese Kitchen to a total of nine restaurants in Nova Scotia and 10 overall, with an international location in Dubai, UAE.

Owners Peter and Tony Nahas had their sights set on Cole Harbour for many years, and once they were ready to expand, they began the search to find the right location and franchisees. They were looking for motivated professionals who could give Cole Harbour the love and attention it deserved to become a success. Nicholas Conway, who currently works in the food and beverage industry, and Corey Walker, a local teacher, fit the mould perfectly. Their combined experience and skill was more than enough to ensure that Mezza Cole Harbour would be in good hands. Mezza opened in Sydney in May and Tantallon in June, and will open in Cole Harbour in August of 2017. These locations will be built as street front models, which will include up to 40 seats for lunch, dinner, take-out, catering, and delivery.

Mezza also has a fourth franchised location lined up for the fall. Looking ahead to 2018, Mezza hopes to expand through New Brunswick and beyond.


Lice Squad.com Opens Five New Regions

Lice Squad.com has signed on four new franchise owners, with the sale of five territories. New franchise owner, Crystal Schauerte, took over two Lice Squad.com areas in Ottawa, Ontario after the retirement of its previous owner of more than 10 years. With her background as a Registered Nurse and personal experience dealing with head lice, Crystal understands the anxiety caused by an infestation of head lice, and the need to provide families and organizations with readily available services that are safe and effective.

Malika Rezgani, new franchise owner of the Hamilton-Burlington, Ontario location, knows the lice business from working with Lice Squad.com for almost two years, first as a Consultant, and most recently, as its Clinic Coordinator in Mississauga, Ontario.

Crystal will operate three clinics to service the greater Ottawa region, while Malika will operate one clinic to service the Hamilton-Burlington area.

Lice Squad.com also opened its second franchise location in Nova Scotia, servicing Sydney, Truro, and Amherst and the surrounding area. New franchisee, Ashley Howie, whose background in teaching introduced her to head lice, decided it was finally time to pursue her dream of business ownership.

The Belleville-Kingston market will see its first Lice Squad.com clinic with the purchase of the area by Karen Catney, the cousin of Lice Squad.com Founder Dawn Mucci. Karen has a passion for people and for working with families through her many years of running adoption agencies that help children with special needs find loving homes.


Four New CaliBurger Franchise Locations Coming to British Columbia

With a strong presence throughout the U.S., Asia, and the Middle East, CaliBurger is now taking their modern fast casual experience across Canada. With plenty of available franchising opportunities, CaliBurger looks forward to rapid growth across the country.

The brand is based on the globally popular “California-style” burger, fries, and shakes. CaliBurger restaurants are fully licensed, offering spiked milkshakes (choice of bourbon, Bailey’s or rum) and local beer on tap. Everything is fresh and made to order.

Technology plays a big part in the overall CaliBurger experience. Aiming directly at millennials, CaliBurger features wireless charging stations, video walls, display screens, in-house interactive gaming, as well as an app with mobile advance ordering. In-store, guests interact with video games via their phone, and a leaderboard allows them to compete with other customers.

The first location is expected to open in late summer 2017.


Read more news about Canadian franchising

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2017 Award-Winning Franchise Brands: CFA Recognition Awards https://cfa.ca/franchisecanada/2017-award-winning-franchise-brands-cfa-recognition-awards/ Thu, 15 Jun 2017 19:22:43 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=550 [pro_ad_display_adzone id=”606″] A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements...

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A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements should be recognized by the entire franchising industry, which is why the Canadian Franchise Association is proud to present its range of awards each year at CFA’s National Convention.

Are you looking for a franchise that fits into all of your ideals for success? You’re in the right place. This special section showcases the winners of the 2017 CFA Awards of Excellence in Franchising, Franchisees’ Choice Designation, and CFA Recognition Awards. CFA presented these awards to the franchises that were distinguished as outstanding brands throughout the year.

Read on to learn about these award-winning brands, and why they’re the recipients of these franchising accolades!

CFA Recognition Awards

CFA Recognition Awards pay tribute to individuals and franchises for their outstanding achievements and contributions to the Canadian franchise community, and for their commitment to philanthropic endeavours. The awards include:

Hall of Fame Award – Outstanding performance and leadership by a franchise company over a significant period of time.

Lifetime Achievement Award – Exceptional achievement and contribution to Canadian franchising.

Outstanding Corporate Citizen Award – Philanthropic innovation, support, and impact to the community.

Volunteer Leadership Award – Entrepreneurial spirit and dedication as a volunteer, particularly with CFA.

Keep reading to see who the winners of the 2017 CFA Recognition Awards are!

2017 Hall of Fame Award Winner: CARA Operations Ltd.

Before becoming one of Canada’s most well-known restaurant companies, CARA’s roots began small in the travel food sector. Founded by the Phelan Family in 1883, the company first made a name for itself in the 1850s, when the Phelan brothers began selling apples and newspapers to passengers on the Niagara Steamboats as The Canada Rail­way News Company.

By 1941, the Phelans had ventured into the airport restaurant business, opening The Tea Wing restaurant in Montreal’s Dorval Airport. Over the next 20 years, the family continued to develop their food brand, eventually becoming CARA Operations Limited in 1961.

Since its inception, CARA has opened over 1,000 franchised restaurant locations across 14 brands, including Har­vey’s, New York Fries, Swiss Chalet, Montana’s, East Side Mario’s, Kelsey’s, Fionn McCool’s, St. Hubert, Original Joes, State and Main, and Milestones.

CARA’s success lies with strong and supportive relationships between head office and franchise partners. By foster­ing a collaborative environment with franchisees, CARA has been able to execute effective change across their restau­rants. They have made great strides in growing their restaurant brands, seeing continual growth in sales, guest count, and new store openings across Canada. At the heart of the company’s success is the hundreds of passionate franchi­sees who are committed to their guests and communities.

In 1993, CARA became a member of the Canadian Franchise Association and currently holds a seat on the CFA Board of Directors, with multiple employees serving as members on CFA Committees. They are also members of Restaurants Canada and the Ontario Restaurant, Hotel, and Motel Association.

Holding the title of Canada’s largest full-service restaurant company, CARA’s expansion and franchising operations spans over 130 years, making it a true leader in the Canadian franchising industry.

2017 Lifetime Achievement Award Winner: George A. Cohon, Founder, McDonald’s Restaurants of Canada

George A. Cohon’s extensive career in franchising dates back to 1967, when he moved to Toronto to become the Licensee of McDonald’s Corporation for Eastern Canada. After witness­ing the success of the fast-food burger chain in the United States, Cohon saw an opportunity to expand the company in Canada.

Four years later, in 1971, McDonald’s experienced rapid growth in the Canadian market and Cohon was promoted to Chairman, President and Chief Executive Officer of McDonald’s Restau­rants of Canada Limited.

Holding this position for 21 years, Cohon is credited for founding McDonald’s Canada, eventu­ally expanding the franchise to the Russian market. With his expertise and negotiating skills, Cohon first led discussions with a Soviet delegation in the 1970s, and the first McDonald’s in Russia opened in Moscow in 1990.

With a commitment to corporate social responsibility, Cohon is the Founder of Ronald Mc­Donald House Charities in both Canada and Russia. Ronald McDonald House is a “home-away-from-home” for families while their child is being treated for a serious illness at a nearby hospital.

Cohon’s contribution to the franchising industry has not gone unrecognized. In addition to receiving the Order of Canada and the Order of Ontario, Cohon was inducted into the Canadian Business Hall of Fame in 1998. His international partnerships garnered him Russia’s Order of Friendship, the Israeli Prime Minister’s Medal, and the Woodrow Wilson Award for Corporate Citizenship.

Through his philanthropic initiatives and long-standing international partnerships, George A. Cohon has become an esteemed leader in Canadian franchising.

2017 Outstanding Corporate Citizen Award Winner: Dairy Queen Canada

For the past 33 years, Dairy Queen has been a proud partner and supporter of the Children’s Miracle Network (CMN). Founded in 1983, CMN’s mission is to save and improve the lives of children through healthcare, research, and education by raising funds and awareness for chil­dren’s hospitals across North America. Today, CMN supports 170 member hospitals.

The Dairy Queen team has shown their unwavering dedication and support for CMN’s mis­sion through a variety of regional initiatives. Franchisees frequently execute local fundraising activities at the store level and are encouraged by Dairy Queen’s home office to develop inno­vative ways to raise support within their communities throughout the year for CMN.

On a national level, Dairy Queen has implemented Miracle Treat Day, bringing together company executives, employees, franchisees, and celebrities to raise awareness for 14 of the Canadian CMN member hospitals. Held on an annual basis, Miracle Treat Day has been a long-standing tradition in the Dairy Queen family whereby net proceeds of every Blizzard Treat sold are donated to CMN.

Miracle Treat Day has also inspired franchise partners to develop their own in-store cam­paigns to encourage customers to purchase a Blizzard. Since Miracle Treat Day’s inception 14 years ago, franchisees have developed creative activities to get their fans involved to increase donations.

With over $3 million raised in 2016, Dairy Queen hopes to increase funds through their fundraising initiatives throughout 2017, bringing joy to customers and children at CMN hospitals across the country.

2017 Volunteer Leadership Excellence Award Winner: Michael Sherrard, Managing Partner, Sherrard Kuzz LLP

With potential changes to Ontario’s labour laws posing a critical threat to franchising in the province, CFA’s ability to advocate for franchisors and franchisees on this issue would not be possible without the guidance and expertise shared by Michael Sherrard, a Managing Partner at leading employment law firm Sherrard Kuzz LLP.

Over the years, Michael has shown an unwavering commitment to helping CFA lobby the Ontario government against a joint-employer designation for franchisors. He has contrib­uted his extensive knowledge to help CFA prepare a written submission to government on this issue, and has volunteered his time to meet with government to educate them about the importance of franchising in Canada, and the negative impact a joint-employer designation would have on the independent franchisor-franchisee relationship.

He has also devoted many hours to educating other CFA members about this critical issue, speaking at events like the CFA National Convention and Franchise Law Day. Based on his expertise, experience, and extensive involvement in CFA’s advocacy efforts, he has been selected to co-chair the 2017 Franchise Law Day in September.

When critical issues like joint employer arise, CFA relies on volunteers like Michael Sherrard to step up to the plate and help us mobilize our advocacy efforts. He has gone above and beyond to help us in the fight against joint employer, and we thank him for his dedicated and diligent service.

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2017 Award-Winning Franchise Brands: Franchisees’ Choice https://cfa.ca/franchisecanada/2017-award-winning-franchise-brands-franchisees-choice/ Thu, 15 Jun 2017 19:06:13 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=539 A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements should be...

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A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements should be recognized by the entire franchising industry, which is why the Canadian Franchise Association is proud to present its range of awards each year at CFA’s National Convention.

Are you looking for a franchise that fits into all of your ideals for success? You’re in the right place. This special section showcases the winners of the 2017 CFA Awards of Excellence in Franchising, Franchisees’ Choice Designation, and CFA Recognition Awards. CFA presented these awards to the franchises that were distinguished as outstanding brands throughout the year.

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Read on to learn about these award-winning brands, and why they’re the recipients of these franchising accolades!

2017 Franchisees’ Choice

What do the franchise systems featured below have in common? While they are all unique concepts and operate in a variety of business sectors and indus­tries, these franchises have the distinction of being named as Franchisees’ Choice designees, receiving high rankings from their franchisees.

The Franchisees’ Choice designees are CFA member franchise systems who voluntarily took part in an independently-administered survey. Their franchisees were asked to rate the franchisor in key areas of the franchise business model, including leadership; business planning and marketing; training and support; ongoing operations; and the relation­ship between the franchisor and franchisee.

“The true strength of a franchise system lies in the mutually-rewarding relationship between a franchisor and its franchisees,” says Lorraine McLachlan, CFA President and Chief Executive Officer. “Being a Fran­chisees’ Choice designee is a high honour because the high rankings in franchisee satisfaction come directly from the franchisees themselves.”

In the due diligence process of investigating a franchise opportunity, speaking with existing franchisees about the opportunity being explored is essential. For prospective franchisees, the Franchisees’ Choice desig­nation identifies that a franchise brand has received solid endorsement and ratings from its franchisees in areas such as:

  • Franchisee selection process
  • Franchise information package
  • Leadership
  • Training and support
  • Operations and improvements
  • Franchisor-franchisee relations

Regardless of any awards or recognitions a franchise system may receive, CFA and FranchiseCanada strongly recommend that prospective franchi­sees conduct thorough due diligence to help ensure that a franchise is the right fit for them.

Find out more about the Franchisees’ Choice designation and this year’s recipients at www.FranchiseesChoice.ca.

The 2017 Franchisees’ Choice Designees Are (in alphabetical order):

Celebrating an Ongoing Commitment to Franchise Excellence

A number of franchises have earned the Franchisees’ Choice Designation multiple years in a row, demonstrating an ongoing commitment to franchise excellence and strong franchisor-franchisee relations. In recognition of their achievement, CFA has created special logos that these franchise systems can use to display their consistently high scores from their franchisees.

The 2017 Franchisees’ Choice Seven-Year Designees Are:

The 2017 Franchisees’ Choice Six-Year Designees Are:

The 2017 Franchisees’ Choice Five-Year Designees Are:

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2017 Award-Winning Franchise Brands: CFA Awards of Excellence https://cfa.ca/franchisecanada/2017-award-winning-franchise-brands-cfa-awards-of-excellence/ Thu, 15 Jun 2017 19:00:34 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=545 [pro_ad_display_adzone id=”585″] A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements...

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A franchise that becomes a top brand has an innovative mindset and goes above and beyond to create the ultimate experience of satisfaction for both its customers and franchisees. To be a respected, distinguished franchise system means that the brand is thriving and continuing to grow. Such achievements should be recognized by the entire franchising industry, which is why the Canadian Franchise Association is proud to present its range of awards each year at CFA’s National Convention.

Are you looking for a franchise that fits into all of your ideals for success? You’re in the right place. This special section showcases the winners of the 2017 CFA Awards of Excellence in Franchising, Franchisees’ Choice Designation, and CFA Recognition Awards. CFA presented these awards to the franchises that were distinguished as outstanding brands throughout the year.

Read on to learn about these award-winning brands, and why they’re the recipients of these franchising accolades!

CFA Awards of Excellence

Awarded to those who received the highest scores from their franchisees, the CFA Awards of Excellence in Franchising are the pinnacle of franchise achievement in Canada. To reflect the wide range of franchise opportunities and to enable franchise systems to be rated against their peers, entries are separated into Traditional Franchises, such as those with bricks and mortar locations, and Non-Traditional Franchises, such as those that are mobile or home-based. Within these categories, franchises are grouped based on the length of time the franchise has been operating. Each category has a gold, silver, and bronze winner. Here are the 2017 winners in each category:

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Traditional Franchises Grand Prize Winner

Non-Traditional Franchises Grand Prize Winner

Traditional Franchises

6-15 Franchisees

Gold: Scholars Education Centre

Silver: Bento Sushi

Bronze: THE TEN SPOT

16-29 Franchisees

Gold: Symposium Cafe

Silver: White Spot Restaurants

Bronze: FASTSIGNS International

30-99 Franchisees

Gold: Triple O’s

Silver: Edo Japan

Bronze: UCMAS Mental Math

100+ Franchisees

Gold: A&W Food Services of Canada

Silver: Pizza Nova

Bronze: Pizza Pizza

Non-Traditional Franchises

6-15 Franchisees

Gold: Par-T-Perfect Party Planners Inc.

Silver: Lice Squad.com

Bronze: Driverseat

16-29 Franchisees

Gold: TWO MEN AND A TRUCK Canada

Silver: Little Kickers

Bronze: CertaPro Painters

30+ Franchisees

Gold: Alair Homes

Silver: Home Instead Senior Care

Bronze: PropertyGuys.com

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Celebrating 50 Years! https://cfa.ca/franchisecanada/celebrating-50-years/ Wed, 07 Jun 2017 20:02:35 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=482 The Canadian Franchise Association (CFA) is celebrating 50 years as the authoritative voice of franchising in Canada, and as we look back, it’s clear that CFA and Canadian franchising have evolved in many ways over the past five decades. When CFA got its start back in 1967, the goal was...

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The Canadian Franchise Association (CFA) is celebrating 50 years as the authoritative voice of franchising in Canada, and as we look back, it’s clear that CFA and Canadian franchising have evolved in many ways over the past five decades.

When CFA got its start back in 1967, the goal was to bring members of the franchise community together to share best practices and represent Canadian franchising, and franchising was a relatively new business model. Now, CFA has grown to more than 700 corporate members nationwide, serving the needs of franchisors, franchisees, and anyone considering franchise opportunities.

Franchising is also now an established business model that provides entrepreneurial Canadians with the chance to realize their dreams of owning and operating their own businesses. Franchising has a big role to play from coast to coast, with more than 78,000 franchise units across the country, and more than one million Canadians directly or indirectly employed by the franchising industry. Canadian franchising also generates approximately $68 billion every year.

We asked one of CFA’s biggest assets – our members – for their perspective on how franchising has changed in Canada over the past decades, the importance of franchising in Canada, and the role CFA has played in helping them to grow their franchise businesses.

Here’s what they had to say:

“Franchising has grown dramatically in Canada over the past 50 years, and has been dramatically upgraded through technology. Franchising has also spread into many more fields of enterprise, and with that growth, has become more visible, and has attracted more scrutiny. With that in mind, all franchisors need a unified voice to communicate to government across the industry regarding the legislative and policy issues that impact franchising, and the CFA does great work in that regard. We need to maintain the franchise business model, because it nurtures enterprise and entrepreneurism, and forms the backbone for a vibrant economy.”

-U. Gary Charlwood, Chairman and CEO, Charlwood Pacific Group DBA Century 21 Canada and Uniglobe Travel International

“Franchising has evolved a great deal since I got started with Boston Pizza almost 50 years ago. Our franchise agreements haven’t changed too much, but the environment may have been a bit more entrepreneurial due to the lack of formal structure and oversight from franchisors. This led to challenges surrounding brand consistency and the delivery of a consistent customer experience. These days, franchising has become more rigorous, and therefore the customer experience is better standardized across the entire network.

Growth in the Canadian economy relies on a healthy private sector and, in particular, on expanding small businesses. Franchising provides a way for Canadian entrepreneurs to take the plunge into owning a business, but with the enormous benefit of a proven business model and support system.

Boston Pizza became a member of the CFA many years ago in order to stay informed about best practices in Canadian franchising. It has been an excellent resource in regards to the changing landscape of our industry, and has supported our expansion from Western Canada into a truly national restaurant brand.”

-George Melville, Chairman and Owner, Boston Pizza International Inc.

“The Lunch Lady sold her first franchise in 2001. Since then, the number of concepts embracing the franchise business model seems to have exploded, and with it has come more government regulation. While the industry has changed, the public’s perception of our industry (including politicians) has not. This will be one of the great challenges faced by the franchising industry over the next few years – to educate everyone about the contribution our industry makes to local, provincial, and federal economies.

In a country that is so immense but comparatively sparsely populated, franchising facilitates the successful growth of a business concept by engaging partners across Canada who are interested in bringing a brand to their own community. In a well-run system, it can be local at its best – the phrase ‘be in business for yourself, but not by yourself’ is the foundation for the franchise business model. It guarantees that more businesses will succeed, by ensuring that each franchise partner operating under a brand has access to the tools and knowledge that are needed to build a viable operation.

We were fortunate to be mentored by Mac Voisin at M&M Meat Shops early in our journey. He was a huge supporter of the CFA, and encouraged us to join, which we did in 2003. We are so grateful to the CFA for the opportunity to meet with our peers at the amazing Annual Convention, to benefit from all of the learning forums that are offered, and to be invited to participate in franchise tradeshows.

FranchiseCanada Magazine is an awesome and amazing resource, which supports member brands and educates the public. The CFA website gives Canadians looking for either a new business opportunity or information about franchising a business they may currently be operating a one-stop overview of the industry in Canada, and a concise, easy-to-use directory of brands operating in Canada. I am proud to have been involved with two Franchise Awareness Days – one in Ottawa and the second at Queen’s Park – where we were afforded the opportunity to talk to MPs and MPPs about our businesses and how we are committed to making a better Canada.

We owe so much to the committed direction of Lorraine McLachlan, the skill and expertise of the CFA board of directors, and CFA’s incredibly dedicated staff, whose sole goal is to make franchising in Canada spectacular!”

-Ruthie Burd, Founder, The Lunch Lady

“I have been in the industry for over 40 years, and when I first started, the industry was in the early growth stages in Canada. Franchising has changed since then in a number of ways:

  • legal compliance has become very comprehensive;
  • litigation has become much more prevalent and complex;
  • the leadership of franchisors is much more complex and well-advised;
  • technology has become an intricate and essential part of most franchise systems;
  • there is now an incredible scope of industry segments that have been franchised;
  • the ownership of franchise companies has extended well beyond family ownership;
  • international franchising has become a target for many Canadian franchise systems (but success is still unpredictable);
  • government and political agendas have led to virtual national regulation; and
  • media has shown a big interest in franchise success stories.

Franchising plays a very important part in the Canadian economy. Canada is a nation of many diverse cultures and immigrants. In times of shrinking employment and job displacement, franchising gives many individuals the opportunity to establish small businesses as independent operators, and at the same time, create jobs and business opportunities for others. The general public benefits from the many product and service offerings that are available from franchisees, who, through the business model, are able to operate in both urban and rural communities that might not otherwise support such businesses as independents. And with our proximity to the United States, along with relatively secure business and financial structures, international franchisors are always keen to bring their concepts to Canada, and in doing so, enrich our culture and economy. All in all, it is a business model that has proven to be entrepreneurial, consistent, and resourceful, with a low failure rate, and leading to many incredible success stories.

The CFA is an absolute necessity for anybody in the industry. The association has grown exponentially over the years in terms of services, personnel, events, education, franchisee participation, government relations, and mentorship. I participated in many committees, the board of directors, the executive committee, and as general counsel, where I made many contacts, developed a client base, and wrote and spoke extensively. I believe that the CFA ensures that many new franchisors can get started on the right track, learn how to develop their systems, become educated in legal and business issues, and meet experienced and committed service providers. Perhaps most importantly, CFA has allowed me to meet many lifelong colleagues and friends in all facets of franchising, and to participate and contribute to a youthful, energetic, diverse, and exciting community. There will never be a day when I stop learning from others in the CFA.”

-Frank Zaid, Owner, FRANlegal Support Services

Insight from the 2017 CFA Lifetime Achievement Award Winner

George Cohon, Founder, McDonald’s Canada, was recently awarded the 2017 CFA Lifetime Achievement Award as part of CFA’s Recognition Awards program. The following is an excerpt from George’s acceptance speech, which was made at the Awards Gala at CFA National Convention in Niagara Falls, Ontario on April 3, 2017.

“Before a few words of gratitude, I’d like to first congratulate the CFA on its 50th anniversary. I salute the fantastic work it does on behalf of its many members, and the invaluable support it has provided to McDonald’s Canada over the years.

McDonald’s is also celebrating 50 years in Canada in 2017, so I am especially honoured to be receiving such a tribute this year.

Franchising prompted my move to this country, and looking back, I’m proud to have blazed a trail for the model in Canada. In 1967, while practicing law in Chicago, Ray Kroc agreed to sell me the franchise rights to McDonald’s Eastern Canada, giving me the opportunity to build a business of my own.

Fifty years later, I’m incredibly proud of what we’ve accomplished. And this award is really a testament to the achievements of the McDonald’s Canada team of franchisees and employees who have built our brand.

The incredible success of the Canadian team allowed the business to reach some truly amazing heights, one being the bringing of McDonald’s to Russia (or Soviet Union, as it was then), which I spearheaded, and finally took place in 1990, after over 15 years of negotiations! That was quite a moment.

Many former McDonald’s employees have also gone on to start their own businesses, some as McDonald’s franchisees, and some in other systems. The depth of their success and continued growth is very gratifying, and I’m thrilled to have played a role in helping them pursue their dreams.

I’m also especially proud of our support for the communities in which we operate, and of the philanthropic initiatives I’ve been able to found during my career. The Ronald McDonald House Charities in Canada and Russia, and McHappy Day, have given me an enormous amount of pleasure, and hold a very special place in my heart. Other notable partnerships, such as with Breakfast Clubs of Canada, continue to allow our organization to give back to the community.

The CFA continues to be instrumental in helping Canadian businesses such as ours grow from strength to strength. As members, we undoubtedly owe it an enormous debt of gratitude, and on behalf of McDonald’s, I thank you for your tireless work over the years.

I’ll leave you with a saying we have at McDonald’s: ‘None of us is as good as all of us.’ Honestly, I can’t think of a simpler, or better, way to communicate the power of franchising. Our strength truly does lie in the sum of our parts. Here’s to another 50 years!”

-George Cohon, Founder, McDonald’s Canada

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Q. As a new franchisee, what do I need to know about different types of rent under a retail lease? https://cfa.ca/franchisecanada/q-as-a-new-franchisee-what-do-i-need-to-know-about-different-types-of-rent-under-a-retail-lease/ Wed, 07 Jun 2017 20:01:17 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=516 Many franchise opportunities require a brick-and-mortar space, and for most franchisees, this means entering into a retail lease directly with a landlord, or a sublease with the franchisor, which is subject to a head lease with the head landlord. More and more franchisors are moving away from the subleasing model,...

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Many franchise opportunities require a brick-and-mortar space, and for most franchisees, this means entering into a retail lease directly with a landlord, or a sublease with the franchisor, which is subject to a head lease with the head landlord.

More and more franchisors are moving away from the subleasing model, and may require their franchisees to (a) find a proposed site for the franchisor to approve, (b) negotiate the lease (directly) with the landlord, possibly with franchisor support, and (c) enter into the lease themselves in the capacity of tenant. From the franchisor’s perspective, this approach reduces some of its disclosure obligations and exposure to liability from the landlord. Accordingly, a franchisee’s understanding of a tenant’s monetary obligations is of paramount importance.

During lease negotiations, many prospective tenants tend to focus primarily or exclusively on the fixed monthly amount payable under the lease. However, this is only one element of a tenant’s financial obligations. There are various types of rent, and you should consider their cumulative effect on your bottom line.

  1. Minimum rent. Basic, base, or minimum rent is the fixed amount of rent that the tenant is obliged to pay over the course of the term, typically in equal monthly installments. This type of rent is usually expressed as a dollar per square foot ratio.
  2. Additional rent. Additional rent, common area maintenance rent (CAM), and/or taxes, maintenance and insurance (TMI) refer to all of the extra amounts the tenant must pay to the landlord, and typically includes the tenant’s proportionate share of common area expenses, taxes, utilities, maintenance costs, insurance premiums, administrative fees, and general operating costs and expenses incurred by the landlord.
  3. Percentage rent. Percentage rent is an additional type of rent found in retail leases that is specific to the tenant and its business operations. This type of rent is based on a percentage of the tenant’s gross sales, usually over a specific breakpoint.

Breaking down the breakpoint

There are two types of breakpoints: natural and fixed.

A natural breakpoint is calculated by dividing the minimum rent by the percentage rent rate. For example, if the annual minimum rent is $100,000 and the rate is 5 per cent, then the breakpoint would be $2,000,000 in gross sales. The percentage rent is paid on any gross sales achieved over the breakpoint. In this example, if the franchisee obtains gross sales of $3,000,000 in one year, the franchisee must pay the landlord $50,000 on account of percentage rent being 5 per cent of $1,000,000.

A fixed or artificial breakpoint can be higher or lower than the natural breakpoint, and will be negotiated by the tenant and the landlord. A higher breakpoint is preferable from a franchisee’s perspective because it is more likely to be triggered once the franchise is performing well.

Special considerations for the franchisee tenant

Lack of certainty: As a new franchisee, it may be difficult to estimate your gross sales over the course of the lease, especially in the first few years of operations, making it difficult to predict how much percentage rent you may be required to pay. This lack of certainty with respect to your monthly and annual leasing costs will leave a gap in your business plan and budget.

Reporting obligations: Since percentage rent is based on gross sales, the franchisee will likely be subject to specific reporting and accounting obligations. Moreover, the landlord often preserves certain inspection rights to enter into the premises for the purposes of reviewing the books and records of the franchisee. The franchisee may incur additional costs in the preparation of such financial reports.

Gross sales: Royalty payments are often based on gross sales; however, the definition of gross sales in your lease and your franchise agreement may differ (sometimes materially). This means you must take extra care to ensure any reports or payments calculated on the basis of gross sales are made in accordance with the appropriate definition.

Timing: Unlike minimum rent and additional rent, percentage rent may be payable on a monthly, quarterly, or annual basis. Consider the timing of this obligation in relation to other rent payable under the lease, and your financial obligations to the franchisor, trade creditors, and suppliers.

Approval of franchisor: If you are entering into a lease as tenant, it is likely that the franchisor has reserved its right to approve the lease prior to its execution. If the lease for your proposed site includes percentage rent, be sure to verify early on in the negotiations whether the franchisor has any issue with this additional form of rent.

There are a number of provisions in a lease that will be of particular importance to a franchisee; however, understanding the basics of rent is a good place to start.

Cassandra Da Re
Associate, Corporate and Commercial Law
Dale & Lessmann LLP

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Q. How does the site selection process work, and what role will my location play in the future success of my franchise business? https://cfa.ca/franchisecanada/q-how-does-the-site-selection-process-work-and-what-role-will-my-location-play-in-the-future-success-of-my-franchise-business/ Wed, 07 Jun 2017 19:58:24 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=519 A franchise, by it’s very nature, is a proven, replicable business model. Franchises are governed by rules, systems, and processes for how to operate the business, which also apply to entering a franchisor’s company and being granted the rights necessary to operate a business under their umbrella. It’s surprising the...

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A franchise, by it’s very nature, is a proven, replicable business model. Franchises are governed by rules, systems, and processes for how to operate the business, which also apply to entering a franchisor’s company and being granted the rights necessary to operate a business under their umbrella.

It’s surprising the number of people who want to enter a franchise system and share in the success of the system, but fail to be able to make it in the door, because they can’t follow the system for the very application. When entering a business, location is everything, for the right concept.

How does the franchisor secure the location?

Franchisors tend to work with companies to help pre-select and pre-determine locations that are suitable in various markets. They look to have sites earmarked, so that when franchisees express interest in the brand, they have locations available to show them. Most people assume that franchisors will invest money, secure a site, start building it out, and look for a franchisee at the same time. This is a very capital-intensive way of growing a franchise system, and brings with it tremendous risk to the franchisor. The preference is to grow a franchise with the franchisee’s investment. This means that franchisors are holding sites on spec with landlords who are still looking to lease them during that timeframe. So, if a franchisee is not prepared to act quickly, the site could be lost to a competing use which is ready to act sooner. At the same time, the franchisee cannot be approved for financing, and cannot build a business plan and potential return on investment, without a location and a lease. Add in that recent legislation is pushing franchisors to provide greater disclosure, including information about locations prior to entering into a franchise agreement, and you have a totally paralyzed system unable to move forward or backwards.

Yet, locations are designed with a purpose and use in mind. Landlords are aware when a space is suitable for a pizza restaurant or nail salon, and prefer those tenants. They understand that disclosure law is cumbersome, but also won’t tie up properties without some form of security. That security may come in the form of a deposit or a signed conditional offer. This gives the franchisor and franchisee enough time to work through their issues of assessing the site without unnecessary financial risk.

Why is location so important to my success as a franchisee?

Location is critical to your success, as it determines the volume of traffic you can attract to your business, and the quality of that traffic. Understanding who your customer is and making sure you are in the right area for those customers makes you more accessible, so there is a greater chance those customers will visit you. The density of your core demographic surrounding your location will help you determine the likelihood of capturing that customer base.

For example, if you are situated on the corner of state and main with a storefront facing both sides of the intersection, you have high visibility. If 30,000 cars pass by your location daily and 20 per cent of the surrounding area is your target client, then you have access to 6,000 potential customers daily. If you have nine competitors within a 1 km range of your location, then you are sharing those 6,000 potential customers with nine competitors, and you will be the 10th. This could mean that you would have access to 600 potential customers daily and fight over the remaining 5,400 with your competitors. This is a very simple example, and the ones provided by professional demographers and real estate professionals are much more extensive, taking into account market capture rates for various brands, loyalty, and hundreds of other factors to determine the likelihood of success. Having this information is critical when it comes to choosing your location.

What should I keep in mind as I undergo the site selection process?

As you undergo the site selection process with the franchisor, one piece of advice stands out: always listen to your gut. If you show up to a site and at first glance it isn’t for you, then it isn’t likely to get much better. You have to see the opportunity and believe in the strengths of the location.

I would also suggest that you don’t take for granted that the franchisor has always done the amount of work required to vet a site properly. Investigate the vetting process, speak with the most recently-opened franchisees, and test the accuracy of the site selection model against the success they are having. Due diligence is the key to establishing a successful location for your business!

Shawn Saraga
Senior Vice President
SRS Canada

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Franchising Gives Back: No More Empty Stomachs https://cfa.ca/franchisecanada/franchising-gives-back-no-more-empty-stomachs/ Wed, 07 Jun 2017 19:26:34 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=522 [pro_ad_display_adzone id=”666″] KFC Canada is using its resources and brand power to partner with the World Food Programme and fight hunger around the world. Through KFC Canada’s Add Hope program, the franchisor, in partnership with franchisees, is taking the initiative to raise awareness and to work to end the hunger...

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KFC Canada is using its resources and brand power to partner with the World Food Programme and fight hunger around the world. Through KFC Canada’s Add Hope program, the franchisor, in partnership with franchisees, is taking the initiative to raise awareness and to work to end the hunger problem both locally and worldwide. This charitable cause is one of three pillars that dictate KFC’s overall business strategy.

Brian Henry, CPO of KFC Canada, says it was an easy decision to develop the Add Hope program and partner with the World Food Programme. “It’s just a natural fit in terms of what we believe in: strong belief in people and supporting the community. There’s a hunger crisis in the world and in Canada, so how can we, as a food services company, help solve this issue.”

Add Hope raises funds for the World Food Programme in diverse ways. During the month of October, franchisees facilitate a special in-store focus nationwide: customers can donate a dollar from every purchase, and donation boxes are set up. Restaurant teams also use fundraising strategies such as walkathons, non-perishable food drives, and car washes. The annual Holiday Adopt-a-Family program, where KFC Canada locates a family in need and provides them with gifts and essential items so they can enjoy a stress-free holiday, is a big success, and was adopted by franchise partners during the 2016 holiday season. KFC also hosts an annual golf tournament every September, where suppliers participate and donate funds to contribute to the cause, and corporate office grassroots programs create internal excitement for the Add Hope program.

Henry says that the response from franchisees “has been incredible. Many are full-on partners, and they often work locally to build the local community, and work towards issues that are close to their hearts. We’re pleased with the family aspect of everyone rallying around a cause that helps us and our guests.”

On top of this franchisee support, the Add Hope program has also been a big financial success. “We’re seeing year-by-year increases in funds raised, and at the end of 2016, we raised $707,000,” says Henry, noting that KFC Canada’s relationship with the World Food Programme has been going strong for seven years.

KFC Canada’s fight against the hunger problem doesn’t end with the Add Hope program. It is involved with the KFC global Harvest Program, wherein surplus food that is prepared at the restaurants is donated to local community shelters in need. In existence since 1992, the Harvest Program globally donates more than seven million pounds of KFC product to more than 3,000 non-profit agencies each year. Henry says they’re working hard to implement the Harvest Program in more local communities in Canada.

Franchise partners also participate in fundraising and volunteer initiatives to show their support to more than 200 local hunger-related programs such as North York Harvest, Daily Bread Food Bank, Cold Lake Food Bank, and Kane’s Kitchen, just to name a few.

“We’re a company with a big heart, and at the centre of that is helping others,” says Henry. “Add Hope is a great intersect with our community, and that’s the type of organization we are: we’re a family business.”

Giving back is a vital aspect of the KFC Canada franchise system. Henry says that through charitable initiatives, KFC is a brand that goes above and beyond to help the community, which only contributes positively to the brand as a whole. “We are committing to our franchise community, and want to position Add Hope and KFC as a brand that really cares,” says Henry. “We want to do more work around communities and end hunger worldwide and in our own backyard.”


By Miguel Mabilangan

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Franchise Fun: Cam Inglis, Marble Slab and Poko Popcorn https://cfa.ca/franchisecanada/franchise-fun-cam-inglis-marble-slab-and-poko-popcorn/ Wed, 07 Jun 2017 18:49:44 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=513 Cam Inglis is making his mark in franchising as the President of not one, but two brands: Marble Slab Creamery and Poko Popcorn. He’s dedicated his businesses to serving up tasty treats – gourmet ice cream and popcorn – and to ensuring his business partners have the tools they need...

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Cam Inglis is making his mark in franchising as the President of not one, but two brands: Marble Slab Creamery and Poko Popcorn. He’s dedicated his businesses to serving up tasty treats – gourmet ice cream and popcorn – and to ensuring his business partners have the tools they need to get their own taste of success.

As a self-starter and go-getter, Inglis has taken both businesses to new heights. His latest achievement is the opening of the company’s new fully-owned and operated distribution centre in Calgary, Alberta this past spring, which is bringing increased efficiency and improved service to the franchise system.

With established and growing franchise ventures under his belt, and a focus on spending time with family, Inglis is living the best of both worlds. Read on to learn about his ingredients for success, and to find out what other opportunities will be popping up in his future.


The most interesting thing I’ve done recently is

I test drove a forklift.

In its best form, work is…

Fun.

A good franchisee…

Is energetic, determined, and passionate about the customer and the business.

A good franchisor…

Is innovative and strict, but fair, and charts a bright path to success for all partners.

My top advice for prospective franchisees is…

To ensure you are passionate about the product and business you are considering. Authenticity and passion is critical to your ultimate success.

My top advice for new franchisors is…

To be well-capitalized and patient, and to work closely with, and stay connected to, the first few franchise partners in your system in order to establish a successful program at the outset.

The most important thing in life is…

Family

One of the most enjoyable things to do is…

Nap? OK, perhaps enjoy vacation time with family and friends, and enjoy down time to its fullest.

The hardest thing for me to do is…

To slow down and breathe.

My favourite drink is…

A Marble Slab Creamery Milkshake, or a Bud Light, depending on the occasion.

If I could change one thing…

I would have opened our own distribution centre sooner.

If I could meet anyone…

It would be The Great One – Wayne Gretzky

The person who has had the most positive influence on me as a businessperson is…

One of my long-time business partners and mentors, Bernie.

Canadian franchising is…

Competitive.

My franchise system began because…

Marble Slab Creamery – In the beginning, I was looking for an opportunity to work for myself, and I absolutely loved the Marble Slab Creamery customer, concept, and experience.

Poko Popcorn – I saw a gap in the marketplace for a truly amazing (some might say life-changing), gourmet popcorn. After months and months of development, my team and I created Poko Popcorn.

The most positive influence on my life as a person is…

My parents.

The key to success is…

Tenacity.

I’d like my friends to describe me as…

Caring and supportive.

The accomplishment I look forward to the most is…

Expanding the Poko Popcorn brand across Canada.

My personal motto is…

Do what you love and love what you do. Anyone that knows me and has worked with me will have heard the question, “Do you love it?

One necessary item on my life’s “to do” list is…

Raising my two children to be happy and successful adults.

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YamChops stands out with an original plant-based butcher concept https://cfa.ca/franchisecanada/yamchops-stands-out-with-an-original-plant-based-butcher-concept/ Wed, 07 Jun 2017 18:23:29 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=510 At YamChops, customers can walk up to the butcher counter and choose from prepared portions of proteins, such as pulled chicken, meatballs, and Szechuan beef – or so it would seem at first glance. In reality, the “chicken” is “chick*n” made of chickpeas, the “meatballs” are made of a bevy...

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At YamChops, customers can walk up to the butcher counter and choose from prepared portions of proteins, such as pulled chicken, meatballs, and Szechuan beef – or so it would seem at first glance. In reality, the “chicken” is “chick*n” made of chickpeas, the “meatballs” are made of a bevy of plant-based ingredients including black beans, and the “beef” is non-GMO soy and pea protein. However, just like in a regular butcher shop, customers can browse from a selection of foods and purchase quantities by weight.

Co-owners and husband-and-wife team Toni and Michael Abramson launched the YamChops concept in June 2014 to much media fanfare. Now, with a thriving unit in Toronto, plus two more slated to open in Vancouver this summer, they are well on their way to a burgeoning franchise system. “No one else is doing are what we are doing. We’re the first North American plant-based butcher shop,” says Toni.

Prior to venturing into franchising, the couple owned an advertising agency, which serviced many clients in the food industry and franchise sector. As they were contemplating the change in direction, they considered what kind of concept they could create that would be both unique and meet a need in the market.

“There are a lot of great vegan and vegetarian restaurants now in a city like Toronto, and we didn’t have the ability nor the energy now that we are in our 60s to enter into a restaurant business,” explains Toni. The concept grew out of Michael’s 40 years of plant-based living and passion for cooking. “A plant-based franchise was a natural fit.”

Bountiful benefits for franchisees

Since the system is still new and emerging, there are certain benefits that come with joining the business at this stage, like attention from Toni and Michael. “The opportunity is to work one-on-one with the founders,” says Toni. “They have our full attention and support. Every detail and nuance will be looked at with tremendous scrutiny at this point.”

Another advantage of joining this new system is the opportunity to make a mark on the YamChops concept itself: “This is the opportunity to just get it right from the onset and be part of the creation, as well, because we are still in the creative phase as we develop as a brand,” explains Toni. Franchisees are encouraged to provide feedback as the system grows and fills new markets.

Toni also cites the media coverage the brand has received as an excellent reason to join the YamChops family. “The amount of attention that this brand continues to get will serve franchisees really well, because no matter where they open, they will be bombarded with media opportunities. It just continues to happen,” says Toni.

At this point in the system’s growth, the biggest challenge YamChops faces is finding the right people. “For us as franchisors now, the challenge is always finding great like-minded people — people who want a lifestyle brand, who are interested in serving great plant-based food,” explains Toni. “They don’t necessarily have to be plant-based eaters themselves, but should see the future that plant-based options are leading us towards and want to be a part of that.”

Setting new partners up for success

As for the ideal YamChops franchisee, any food service or business background would be valuable. However, the most essential quality of a YamChops franchisee is the interest in and ability to excel at customer service. “Really, what serves people best is service acumen; a willingness and a desire to interact with people. We are a really interactive brand,” notes Toni.

To hone those service skills, there is a comprehensive training system, starting with an initial six-week process, which is focused on customer service. “YamChops worked very diligently to create a service model which creates a welcoming environment, so we engage with people and ask them what their diets are like, we share samples with them, and we ask if we can share more information with them about the products in our store. There’s a lot of role-playing service acumen that’s taught.”

Franchisees learn everything from personal interaction to phone and email interaction. “We have a system in place so everyone is empowered to deal with every situation that comes up. Any franchisee and their employees can handle an issue on the spot,” says Toni. Training also includes the practical aspects of the business, like how to assemble the food and display it properly, as well as how to make the wraps and the bowls.

But training doesn’t just stop after the six weeks are up: it’s always ongoing. “We come to their location and we work with the franchisees on-site,” says Toni. To support the franchisees, they return every month for the first few months, and then as necessary on an ongoing basis after that.

“We have a system in place that I think is one of the best in the industry – and I get to say that because I worked for a lot of franchisees and franchisors,” explains Toni. “Certainly when we worked on the agency side, we saw things from both points of view. We represented the franchisor, but we also represented the franchisees in most of the systems we did the marketing for.” This knowledge and experience informed the creation of the YamChops marketing plans and systems.

Looking toward a bright franchising future

Looking forward for the brand, expansion plans include 50-60 units in the next 10 years, starting with four or five units in 2017 for both the Vancouver and Greater Toronto Area markets. “We’ve had a lot of inquiries for both of those markets,” says Toni. “Those are our focal points for 2017. Of course, we are not turning down any inquiries, but we want to be able to service the markets really well, and we believe that having multiple stores in any one area is to the advantage of a franchisee from a marketing and support perspective.”

There’s also talk of taking the brand abroad. “There’s already been discussion for the Los Angeles and New York markets, and for Dubai. I don’t know when we would be able to approach those markets effectively, but we are looking at those options,” muses Toni.

As for the rewards of working with the YamChops concept, “There isn’t a day that goes by without somebody coming in to tell me a story about how eating plant-based has changed their life,” Toni beams. “Also, people come into the store and thank us for existing. What other retail environment has people who thank you for opening your doors and creating food for them?”

Learn more about YamChops franchise opportunities


By Karen Stevens

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