November/December 2017 – Franchise Canada https://cfa.ca/franchisecanada Produced by the Canadian Franchise Association Fri, 09 Jul 2021 19:53:34 +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 November/December 2017 – Franchise Canada https://cfa.ca/franchisecanada 32 32 Publisher’s Message: First-Class Franchising https://cfa.ca/franchisecanada/publishers-message-first-class-franchising/ Fri, 27 Oct 2017 20:38:30 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1496 When you’re looking for the right franchise fit, why not start with the franchise systems that have demonstrated excellence? That’s where FranchiseCanada comes in. The star-studded Excellence in Franchising issue is filled with the finest in Canadian franchising, including best-in-class systems and flourishing franchisees. The Canadian Franchise Association (CFA) Awards...

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When you’re looking for the right franchise fit, why not start with the franchise systems that have demonstrated excellence? That’s where FranchiseCanada comes in. The star-studded Excellence in Franchising issue is filled with the finest in Canadian franchising, including best-in-class systems and flourishing franchisees.

The Canadian Franchise Association (CFA) Awards of Excellence in Franchising recognize excellence in franchise operations and celebrate the mutually-rewarding relationships between franchisees and franchisors. What makes this awards program so unique is the basis on which the awards are determined: feedback provided by the systems’ franchisees.

This year’s Grand Prize winner in the Non-Traditional Franchises category is Par-T-Perfect, featured in our cover story. In this article, franchisee Amber Dinda explains how the home-based children’s party and event planning franchise provides the perfect mix of flexibility and fulfillment.

You can also learn more about all 2017 CFA Awards of Excellence gold, silver, and bronze winners, along with the recipients of the CFA Recognition Awards, which honour individuals and systems for their leadership excellence and exemplary charitable contributions, and Franchisees’ Choice Designees.

These awards attest to the significant contributions from franchisees, who are the face behind any successful franchise system. Top-notch franchisees are also often recognized through Franchisee of the Year awards, and we take an inside look at five of these award-winning franchisees, who share the stories behind their success, along with valuable advice for those considering franchising.

Want to hear from other inspiring and thriving franchisees? We take you along on a day in the life of Alair Homes franchisee Justin Thompson, who has fully committed to the company’s “Living better starts here” motto. We also offer a glimpse into the first year of operations for passionate Pumpernickel’s franchisee Ken Preville, and showcase three young Little Kickers franchisees who have grown their operations with the children’s soccer franchise.

Other important factors to consider when selecting the right franchise opportunity are the system’s growth trajectory, and its longevity. We share the stories of four Canadian brands that have successfully expanded across Canada, and are now looking to other countries to continue this growth. And we profile three food franchise systems that celebrated major milestones in 2017, outlining the reasons behind their long-term franchising reign.

Beyond this Excellence in Franchising issue, FranchiseCanada and CFA have the resources you need to narrow your franchise search, from our online member directory, LookforaFranchise.ca, to our annual FranchiseCanada print directory and FranchiseCanada tradeshow, held in major cities across Canada.

If this focus on franchising excellence has piqued your interest in building your own franchise concept, you should check out our “Franchise Your Business” feature, where you’ll find insights from four different franchise experts to help you take your strong business concept to great franchising heights.

We wish you a happy holiday season, and all the best as you get set to embark on your own excellent franchising future in the new year.

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Franchising Gives Back: I’ll Take a Blizzard with That https://cfa.ca/franchisecanada/franchising-gives-back-ill-take-a-blizzard-with-that/ Fri, 27 Oct 2017 19:43:33 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1493 In 1984, when Dairy Queen Canada partnered with Children’s Miracle Network (CMN), franchisees across the country’s 650 plus locations made a commitment to raise funds and awareness for the non-profit organization’s life-saving mission. Founded in 1983, CMN supports 170 children’s hospitals across the United States and Canada, using donations to...

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In 1984, when Dairy Queen Canada partnered with Children’s Miracle Network (CMN), franchisees across the country’s 650 plus locations made a commitment to raise funds and awareness for the non-profit organization’s life-saving mission.

Founded in 1983, CMN supports 170 children’s hospitals across the United States and Canada, using donations to fund health care treatments, medical equipment, and research. For Dairy Queen, contributing to CMN’s efforts more than 30 years ago was a natural partnership that aligned well with the company’s mission and values.

“Supporting our communities is an integral part of Dairy Queen’s philosophy, and is even integrated in our mission statement,” says Candida Ness, Dairy Queen Canada’s Senior Director of Marketing. The statement, “We believe in giving back to the community in which we work and do business,drives the franchise system’s charitable giving, and encourages franchise partners to get involved from coast to coast.

And get involved they do. Dairy Queen has seen a consistent level of franchisee participation each year when it hosts its annual Miracle Treat Day in support of CMN. In fact, in 2017, the franchise system has a nearly 100 per cent participation rate among franchise partners.

With a number that high, it’s no wonder the company was awarded the Canadian Franchise Association’s (CFA) 2017 Outstanding Corporate Citizen Award. This award acknowledges franchise systems that demonstrate ongoing support for a community initiative or social service group. This year, Dairy Queen received the award during CFA’s annual National Convention in Niagara Falls, Ontario.

“It was an honour to be recognized, especially for our franchisees,” says Ness. “So many of our franchise partners are emotionally invested in Miracle Treat Day and the Children’s Miracle Network that to have them recognized makes us all feel proud to be a part of the Dairy Queen system.”

Held on the second Thursday in August, Miracle Treat Day is a national initiative whereby net proceeds from every Blizzard Treat sold are donated to the 14 Canadian children’s hospitals within CMN, including SickKids, the Children’s Hospital of Eastern Ontario Foundation, and the BC Children’s Hospital.

With more than three million dollars raised in 2016, including one million by Dairy Queen’s East Coast locations, Ness credits franchisees for making the day a success year in and year out. “They really go over and above to make the day a great event at their locations,” she says. “It becomes a local celebration in support of these hospitals.”

The festive environment created during Miracle Treat Day can include anything from car washes to bouncy castles to face painting stations, all organized by that location’s franchise owner to encourage customers to purchase a Blizzard. According to Ness, customers are also likely to see participation from “local celebrities” such as police officers and radio personalities, who get in on the fun by showcasing their Blizzard-making skills.

Though Miracle Treat Day remains the number one and most popular company initiative to raise funds for CMN, Dairy Queen hopes to introduce additional channels of support in the near future that can be implemented year round, such as the Round Up at the Register Campaign. The initiative, which was introduced earlier this year, invites customers to round up their bill to the nearest dollar, with the additional money collected donated to the local CMN member hospital.

Ness says implementing year-round initiatives isn’t just about promoting Miracle Treat Day, it’s about raising awareness for CMN’s cause. “When you’re in a local community, you want to help people in that community, and that’s exactly what we want to accomplish through our partnership with Children’s Miracle Network.”

Looking ahead to the future, Ness says Dairy Queen plans to continue strengthening its relationship with CMN by encouraging Canadians to learn more about Miracle Treat Day and CMN’s mission. To do this, the company organizes a national campaign that uses a combination of in-store marketing materials, social media, and television advertisements.

Since partnering with CMN in 1984, Dairy Queen franchisees across Canada and the United States have raised $125 million, though Ness says they’re not done there. “Every year, we’re setting ourselves a new goal to beat the previous years’ funds raised.”

With a group of dedicated and passionate franchise owners, this shouldn’t be a problem!

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Q. What do I need to know before I set out to franchise my business? https://cfa.ca/franchisecanada/q-what-do-i-need-to-know-before-i-set-out-to-franchise-my-business/ Fri, 27 Oct 2017 19:22:30 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1491 Building a network of franchises can allow an entrepreneur to quickly grow its business, but careful consideration should be given to readying your business for franchising. The following steps are not meant to be an exhaustive list, and will focus primarily on the legal considerations for franchising a business. Understand...

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Building a network of franchises can allow an entrepreneur to quickly grow its business, but careful consideration should be given to readying your business for franchising. The following steps are not meant to be an exhaustive list, and will focus primarily on the legal considerations for franchising a business.

Understand your business

The first step is to determine whether your business is “franchiseable.” Although there are no legal requirements that must be met to franchise your business, such as a minimum number of corporate locations, you should consider your business concept to be franchiseable if it can be easily replicated by potential franchisees.

To answer this question, identify the key variables that are necessary to successfully run your business, and that a potential franchisee would need to master to replicate your operation. Franchisees will need specific details and advice on how to get their business up and running. This is commonly referred to as developing a “system.”

This step is crucial from both a business and a legal standpoint. From a business perspective, it will help you develop core competencies and operating standards required for your business. Legally, it will help inform the key provisions of your future franchise agreement and related operating documents.

Develop the appropriate corporate structure

Once you’ve concluded that your business concept is franchiseable, you should seek legal and professional advice in establishing the appropriate corporate structure. At minimum, to help isolate yourself from personal liability, you will want to incorporate a legal entity to act as the “franchisor.” You can incorporate either at the provincial or federal level, depending on your business objectives. You may also decide to incorporate a separate company to hold your intellectual property. Seek professional advice to help you establish the most favourable corporate structure for business, legal liability, and tax planning purposes.

Understand the legal requirements

In Canada, franchising is provincially regulated – it is important that you consider the franchise laws in your province of operation. The provinces of British Columbia, Alberta, Manitoba, Ontario, New Brunswick, and Prince Edward Island have each enacted franchise laws. In addition to specific franchise sale disclosure obligations, these laws impose a general duty of good faith and fair dealing on the franchisor and franchisee.

The Franchise Agreement

The franchise agreement describes the relationship between you and the franchisees. In the franchise agreement, you are granting potential franchisees the right to use your brand, operational model, and access to your support in order to set up a similar business in exchange for a fee and royalties. Franchise agreements are very detailed and cover a multitude of issues such as IP/trademark licensing, product requirements, fee structures, insurance requirements, minimum standards required by the franchisee to operate the business, etc. Your franchise agreement must be in conformity with the law.

The Franchise Disclosure Document

If you wish to grant a franchise in one of the provinces mentioned above, you will have to provide prospective franchisees with a franchise disclosure document (FDD) disclosing all prescribed and “material facts” related to your franchise. The definition of “material facts” varies across provincial legislation, but generally includes any information about the business, the investment or the franchise that would have an impact on the franchisee’s decision to acquire the franchise. An FDD must be provided to a prospective franchisee at least 14 days before either the signing of the franchise agreement or any payments related to the franchise, including a deposit. The franchisor must certify that the FDD includes all material facts and complies with the applicable provincial law.

Legal Remedies

Failure to provide an FDD or to meet the provincial legal requirements for FDDs and franchise agreements can have serious legal implications for you as a franchisor. The franchisee will have access to several legal remedies, including rescinding the franchise agreement, requiring a refund for all monies paid by the franchisee, and seeking compensation for all losses incurred to establish its business.

Hire a franchise lawyer

Lawyers that specialize in franchise law will be able to advise you of any legal requirements required by the applicable provincial legislation. A lawyer can assist you in drafting comprehensive, compliant, and enforceable franchise agreements and FDDs.

Some aspects that lawyers will advise on regarding your franchise agreement include:

  • Pre-contract disclosure (FDD)
  • Franchise fees
  • Good faith and fair dealing obligations
  • Non-compete, confidentiality, and other restrictive covenant provisions
  • Terms of agreement and renewal
  • Default and termination provisions
  • Post-termination covenants

Lawyers can also assist the franchisor with other legal aspects related to franchising, such as: protecting trade secrets, registering domain names, filing trademarks to protect your brand, copyrights, patents, meeting tax requirements, etc.

Sell franchises

Once your franchise agreement is drafted and your FDD is prepared, you can now market and sell franchises. Your decision to sell to a franchise should not be entirely based on the fact that the potential franchisee has capital. Franchisees must be committed to not only selling your products or services, but also committed to your brand. To uphold your brand image, as a franchisor, you will need to ensure that prospective franchisees are properly trained on your system and that the terms of the franchise agreement are consistently enforced across your network of franchises.

Your lawyer can also assist you with this step by ensuring that your franchise system complies with all applicable laws and regulations. This includes ensuring that the FDDs are correctly completed and provided to the franchisee at least 14 days before the signing of the franchise agreement or before any type of consideration is given by the franchisee to the franchisor. This will minimize the risk of legal recourse by the franchisee in the future.

Support and communicate with your franchisees

To be a successful franchisor, your franchisees must be your strongest supporters, meaning that they will speak to prospective franchisees about their experience in a positive way. In fact, it is  recommended that prospective franchisees talk to other franchisees in the system. They will ask them standard questions such as: Are you happy? Are you making a return on your investment? Are you supported by the franchisor? If you could, would you buy this franchise again?

To maintain a regular and productive dialogue and relationship with your franchisees, consider forming a franchisee advisory council. A franchisee advisory council can be instrumental in facilitating consensus and communicating policies to the broader network. Regular communication and support of your franchise network will help manage both your expectations as a franchisor and the expectations of the franchisee.

Register as a franchisor

While there are no requirements to register as a franchisor in Canada, it is recommended for a franchisor to register with the Canadian Franchise Association (CFA), the only national trade association for franchises in Canada. Membership in the CFA is voluntary, and the CFA provides a list on its website of all members that are in good standing and that adhere to the CFA code of ethics. The CFA provides extensive programming, tools, and resources to new and seasoned franchisors, and serves as a great platform to network and meet other franchisors and service providers in your industry.

Helen Fotinos
Partner
McCarthy Tetrault LLP

(Article prepared with assistance from Brianne Pauline, Articling Student, McCarthy Tetrault LLP)

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Q. As a franchisee, how can I take advantage of the strength of the franchise network? https://cfa.ca/franchisecanada/q-as-a-franchisee-how-can-i-take-advantage-of-the-strength-of-the-franchise-network/ Fri, 27 Oct 2017 19:12:24 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1487 There’s nothing quite like being part of a group working together towards reaching common goals. This is one of the unique advantages of being part of a franchise network – you immediately have teammates who are already successful or are shooting towards the same success. Here are four ways you...

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There’s nothing quite like being part of a group working together towards reaching common goals. This is one of the unique advantages of being part of a franchise network – you immediately have teammates who are already successful or are shooting towards the same success.

Here are four ways you can take advantage of your franchise network:

  1. Apply practical advice to improve your business by attending the franchise’s annual conference

Every franchise should have some form of an annual conference. These conferences exist to give the members of the franchise team a chance to get together to educate the franchise system as a group, and to develop the respective businesses to make more money.

At your annual conference, you’ll discover several avenues to gain applicable knowledge for your franchise business. These include:

  • Franchisor-planned agenda – The franchise support team will schedule sessions introducing new initiatives that support marketing, financial management, operations, and business planning
  • Franchise operator-led presentations and discussions – Whether it’s in the form of a panel discussion or individual presentation, a good franchisor will seek the participation of their most successful franchise operators to share advice and best practices in managing their franchise
  • Roundtable sessions – Typically, two to five hours of the planned agenda will be allocated to roundtable sessions. These six to 10 tables are comprised of a handful of franchise operators to discuss the topic associated with that table for 30-45 minutes. The topics can include new franchise programs, financial management, marketing, employee relations, operations, etc.
  • At the bar – No, seriously: the real discussions will happen at the bar, where you can absorb many of the best practices you will immediately be able to apply to your business. So grab a frosty one for you and one of your more successful peers, and talk shop for the night

It’s all about building relationships with individuals who have the same common goals as you do. Harness all the knowledge shared at annual conferences, and apply it to your franchise.

  1. Reap the benefits of regular discussions with your fellow franchise operators

In any franchise system, certain franchise operators will naturally gravitate towards one another. This could be a function of like-mindedness, geographic proximity, shared training, or several other factors.

Make it part of your general management practice to connect with one or a few franchise operators on a regular basis to discuss successes and failures in marketing, employee management, financial investments, franchise support, etc.

Remember, you’re not on an island by yourself; if everyone is open-minded about helping each other, this is a wonderful way to improve your business.

  1. Boost your morale by using internal sharing platforms

Whether it’s through an FTP site or social media group, many franchises have an internal communication platform to share news and updates within the franchise system.

Bin There Dump That uses a mobile app called Cluster to allow franchise operators and their key employees to share good news through the ‘Bin There Dump That Daily News.’ The BTDT Daily News is restricted to only sharing good news, making it a powerful way to build camaraderie between franchise team members. And, it’s not restricted to just franchise operators; franchisees’ employees are also invited to collaborate, as they are the ones in the field, providing the service or product to the customers.

  1. Benchmark against your peers in Peer Performance Group Programs

Peer Performance Group Programs (PPGs) gather similar franchises based on factors like geography, maturity, success, etc. to meet regularly (monthly, quarterly) to share key performance indicators (KPIs) with one another to help each franchisee benchmark against his or her peers.

Groups are limited to five to seven members, and the conference calls and webinars are structured around benchmarking through the sharing of KPIs and best practices to help improve their businesses.

The groups are moderated and facilitated through the franchise support team. If PPGs currently do not exist in your franchise system, suggest to the franchise support team that it implement the program, as it will be a significant boon to the franchise system.

If you’re part of a good franchise company, the power of the network is unmeasurable. Take advantage of it!

John Ferracuti (The Franchise Coach)
Chief Operating Officer
Bin There Dump That

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Franchise Fun: Michael Wong, Bento Sushi https://cfa.ca/franchisecanada/franchise-fun-michael-wong-bento-sushi/ Fri, 27 Oct 2017 17:43:03 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1484 As the National Director of Retail Operations for Bento Sushi, Canada’s largest sushi provider, Michael Wong has a lot on his plate. The quick service sushi provider operates nationally in both traditional and non-traditional locations, including grocery stores, universities and colleges, hospitals, and business service settings, and is making its...

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As the National Director of Retail Operations for Bento Sushi, Canada’s largest sushi provider, Michael Wong has a lot on his plate. The quick service sushi provider operates nationally in both traditional and non-traditional locations, including grocery stores, universities and colleges, hospitals, and business service settings, and is making its mark on the market south of the border, with rapid growth in the United States.

This year, Bento Sushi is also celebrating its 20th anniversary, and through his answers below, Wong gives us a taste of the leadership that has helped pave the way for this success. Read on to learn more about how the driven Wong embraces change and fosters franchisee relationships, while never losing sight of his love and loyalty to family, and his passion for the blue waters of the ocean.


The most interesting thing I’ve done recently is…

I had the opportunity to fly a plane. What an experience it was to soar 3,000 feet above the ground at over 100 miles an hour!

In its best form, work is…

Not work at all, but a lifestyle.

A good franchisee…

Is passionate about the brand, driven to work within the system, and understands the need for a work-life balance.

A good franchisor…

Carefully assesses and selects the right partners and locations. They must be dedicated and committed to ensuring their franchisees and brand continue to be successful.

My top advice for prospective franchisees is…

Do your due diligence. A franchise agreement can be a 10-year relationship. Choose the right partner!

My top advice for new franchisors is…

Have clear, measurable goals, and tight systems and processes. And choose the right partners!

The most important thing in life is…

Family.

One of the most enjoyable things to do is…

Be out on the ocean, about to jump into clear blue water.

The hardest thing for me to do is…

Sit back and do nothing.

My favourite drink is…

Unsweetened iced green tea.

If I could change one thing…

The Donald (Trump). Enough said.

If I could meet anyone…

I would meet Chuang Tzu, a Chinese philosopher who was poetic, witty, and mind blowing.

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

Michael Gerber, whose book allowed me to see how to work on the business, rather than in the business.

Canadian franchising is…

A great business model for those looking to “work for themselves, not by themselves.”

The franchise system began because…

Ken Valvur and Glenn Brown had a vision, saw an opportunity, and ran with it.

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

My father. He taught me to be humble and to keep the ego in check.

The key to success is…

Falling down and getting back up.

I’d like my friends to describe me as…

Someone who is always trying to bring people together.

The accomplishment I look forward to the most is…

One day down the road, to be celebrating my 50th anniversary with my wife, Michelle.

My personal motto is…

Change is the only constant.

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

Dive into the To Sua Ocean Trench in Samoa.

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Emerging System: BioGreen Solutions https://cfa.ca/franchisecanada/emerging-system-biogreen-solutions/ Fri, 27 Oct 2017 17:25:50 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1480 E. coli outbreaks, salmonella poisoning, staph and MRSA infections, fungus, mould – some days it seems that there is no end to the harm that can be caused by the bacteria, viruses, or germs that surround us. It was the need to deal with the dangers of infections and viruses...

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E. coli outbreaks, salmonella poisoning, staph and MRSA infections, fungus, mould – some days it seems that there is no end to the harm that can be caused by the bacteria, viruses, or germs that surround us. It was the need to deal with the dangers of infections and viruses in a safe and cost effective way that prompted the development of BioGreen Solutions.

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BioGreen Solutions uses an Ultra-Low Volume (ULV) fogging process to disinfect, decontaminate, and protect the surfaces we touch and the air we breathe. “Our Proactive Contaminate Management (PICM)® process was created to protect against a range of infections,” says Stéphane Giroux, President of BioGreen Solutions Canada. “Our fogging process kills harmful bacteria, viruses, mycotoxins, and biofilms, and also eliminates odours.” BioGreen’s non-toxic, non-corrosive, biodegradable solution is Environmental Protection Agency (EPA) and Health Canada registered. That means the disinfectant is safe to use around food and electronics, it doesn’t have to be rinsed off, and rooms that have been treated can be safely used after as little as 30 minutes.

Giroux was previously an Area Development Agent for Paul Davis Restoration in Quebec from 2005-2014, where he was responsible for the recruiting, sale, formation, and support of new franchises. Paul Davis is a North American franchisor specializing in full service water, fire, and mould cleanup and restoration. Giroux was also a franchisee from 2004 to 2013 for the territory of Montreal, Quebec.

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BioGreen Solutions coined the process of PICM® treatment when the company was established in Detroit in 2008. The company’s first corporate store still operates there. Giroux, a Canadian based in Montreal, purchased the company in 2015, then spent a year building the systems he would need to launch the concept as a franchise model. BioGreen Solutions began franchising in 2016, and currently has five locations, in Quebec, Ontario, and Newfoundland.

Giroux describes BioGreen Solutions as a route-based service franchise, mainly B2B. “This is not a do-it-yourself process; it needs to be applied by a trained technician,” Giroux explains. “Only franchisees can purchase the equipment and the product.” One thing worth noting is that BioGreen is not and does not replace a cleaning service – but it is an effective and affordable way to add an extra layer of protection against common bacteria and infections. It also provides business owners with peace of mind.

A market with strong growth potential

BioGreen Solutions is “Taking clean to the next level®.” Daycares might require service every two weeks. The common areas of seniors’ residences might need to be vaporized monthly. Then there are restaurants, health clinics, fitness centres, offices, food processing warehouses, and delivery trucks … the potential client roster is seemingly endless. Giroux says it would make sense to use BioGreen Solutions in hospitals, schools, and other public buildings, but “it’s hard to get into government institutions. We are providing a lot of education on our product and we hope that will happen in the future.”

The company also promotes its latest brand, “biosports.team,” directed specifically to sports teams and athletic facilities, including locker rooms, public showers, and athletic equipment. Company research indicates that every year in Canada, thousands of athletes are forced to stop competing due to the flu, the mumps, or other illnesses like MRSA. “We have a proven track record of effectively eliminating more than 30 viruses and bacteria linked to illnesses. For example, biosports.team is the official partners of the Canadian Judo Federation,” says Giroux.

There is also a small residential component, particularly for RVs, boats, cottages, and other buildings that have been closed up for an extended period of time. “BioGreen Solutions will kill any lingering bacteria, viruses, mould, and bad odours,” says Giroux.

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A franchisee’s success will depend on securing repeat business, and BioGreen Solutions has developed marketing materials, tools, and strategies to help franchisees achieve that. One of the challenges of bringing a new concept to market is that business owners have to ‘sell’ the service on two levels. The first requires educating potential clients about the benefits of using a fogging process to sanitize, disinfect, and protect, instead of doing nothing or sticking with products and methods of cleaning that have been used in the past. The second is to have clients recognize the value of scheduling regular PICM® visits. On the other hand, being one of the first to bring ULV fogging to the Canadian market means that there is little direct competition wherever a new franchise is established.

Getting started with BioGreen Solutions

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Most new franchisees will choose to start up as a home-based business, and will not hire staff until the business has grown to a point where a second person is needed. With minimal overhead and no payroll, and a franchise fee of $25,000, this is an affordable franchise to get into – so long as the owner is prepared to put in long hours and work in multiple roles. That means focusing on marketing and sales during traditional business hours, then doing the actual fogging and disinfecting in the early morning or evening during the week, as well as over the weekend.  “Only about 20 per cent of servicing is done during the work day,” says Giroux. “When a franchisee starts out, that one person can do everything until there are enough clients to justify hiring a technician.”

An ideal BioGreen Solutions franchisee has sales and marketing skills, is active in his or her community, and has a network of contacts to tap into. An understanding of financials and knowledge of bacteria and viruses, perhaps from working in the health care sector, would also be helpful.

The initial five to seven days of training covers all areas of managing the business, with a heavy emphasis on generating leads and establishing a client base. In addition, new franchisees learn the operational side of the business, including proper use of equipment and product.

“We spend a lot of time working with franchisees to prepare for the launch,” says Giroux. “While they are in training, we reach out to potential clients in their community to start educating them about BioGreen Solutions. We let them know that there will be a franchise opening in their community within the next week.”

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During the first operating year, BioGreen will analyze the new franchisee’s quarterly financials to identify areas that need improvement, then provide individualized coaching to address those concerns. Support may be provided by Skype, over the phone, or in person.

The franchisor also works with new owners to help them build their first PICM® quotes, which can initially be a challenging process. “We have a calculator that they can use for estimating,” says Giroux, noting that there are always different factors that need to be taken into account. From the time they open their doors, he says, “we want to make sure they are charging the right and appropriate amount. With our ‘calculator tool,’ the franchisee knows exactly how much he can charge to a client, and more importantly, what his gross profit margin will be prior to doing the fogging.”

Giroux believes that the market is ripe for this type of business, and he is looking for franchisees who want to help grow the concept. During 2017, BioGreen Solutions is looking to expand into new communities in Quebec and Ontario. Giroux also expects to have two to four new franchise locations in western Canada by the end of the year. In 2018, he is setting his sights on expansion into the U.S. market, starting with states immediately south of Montreal.

Learn more about BioGreen Solutions franchise opportunities


By Kym Wolfe

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Leadership Profile: Warren Erhart, White Spot https://cfa.ca/franchisecanada/leadership-profile-warren-erhart-white-spot/ Fri, 27 Oct 2017 17:18:06 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1477 By most people’s standards, Warren Erhart’s first foray into the world of food service was fairly tame, even formulaic: the young Erhart worked at McDonald’s as a teen. Putting in long hours at the famous Golden Arches to make some extra pocket money was hardly unique. In fact, working at...

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By most people’s standards, Warren Erhart’s first foray into the world of food service was fairly tame, even formulaic: the young Erhart worked at McDonald’s as a teen.

Putting in long hours at the famous Golden Arches to make some extra pocket money was hardly unique. In fact, working at any restaurant is somewhat ubiquitous for young people, says Erhart. Twenty-two per cent of Canadians’ first jobs are in food service, so it’s an experience shared by many, he notes.

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While that may be, the comparison ends there. Unlike most Canadians, Erhart’s early experience led him to a career in the food service business, and a steady climb to head one of Canada’s leading West Coast restaurant brands: White Spot and Triple O’s. He has now been with White Spot Hospitality for more than two decades, most of which has been spent in the position of President and CEO.

Erhart’s restaurant career got its start when he accepted a position at The Keg after completing his studies in commerce and hotel restaurant management, and he honed many of his food service business skills while working at the famous steakhouse chain. “I spent 15 years with The Keg in various capacities, which gave me an excellent opportunity to really understand a lot of the disciplines within the organization,” says Erhart.

The company’s visionary founder, George Tidball, instilled in Erhart the importance of the guest experience, a critical lesson he carries with him to this day. “George understood that it was all about the guest,” he says. “He was a great mentor to me and a lot of other people in the restaurant industry, and that really paved the way for me.”

Erhart wore a number of different hats at The Keg. He was a multi-unit area partner in southern Ontario when fate intervened in the early ‘90s, and he was offered a position with White Spot on the West Coast. Eager to move back to B.C., where he had attended school, Erhart packed his bags and booked a flight to Vancouver.

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Top job

Erhart began his work at White Spot as a Division General Manager. However, the company soon restructured, offloading its ancillary businesses, including a commissary, catering company, and rights to Kentucky Fried Chicken. This boded well for Erhart, who was appointed the company’s new President and CEO, a move largely driven by its renewed focus on its namesake White Spot brand. “With my background and experience in full service restaurants, it was fortunate timing,” says Erhart of his quick rise up the corporate ladder. “It was about being at the right place at the right time.”

The new President embarked on a major rehaul of the popular White Spot brand, refashioning it into a more premium family casual restaurant concept from what was basically a coffee shop. That said, it wasn’t just any coffee shop. The brand had an exceptionally long history, and a fiercely loyal following in B.C. It was in 1928 that the first White Spot restaurant was opened on Granville Street in Vancouver by a gentleman named Nat Bailey. A budding restaurateur, Bailey had earlier operated a travelling lunch counter out of his 1918 Model T. His bricks-and-mortar restaurant was a success from the get-go.

Erhart knew he had to tread carefully when reshaping such an iconic, historic brand. “We didn’t want to throw out the baby with the bathwater,” he says. Similarly, he realized the time had come to refine and update the White Spot concept, and there was no turning back. “One of the biggest challenges was being strong enough to understand that you can’t be all things to all people. Along the way, we upset some folks, but we had to keep persevering. The data was there to support our decision,” notes Erhart.

An executive chef was brought on board to improve and expand the menu beyond the usual fast-food burgers and fish and chips. Also introduced were full bars with house cocktails, VQA wines, and craft beers. The branding was modernized, and the restaurant’s interior design and staff uniforms refashioned. “The goal was to create a more ambient atmosphere with quality food offerings, and we succeeded. We moved from a coffee shop format to a vibrant family casual restaurant,” he says. “It took three to five years before we reached our goal, and it’s something we can all feel proud of.”

Erhart likens the transformation to an “ongoing revolution,” noting that a business needs to constantly evolve and improve to be successful. He points to the company’s more recent investment in new technology to streamline its system and modernize its operations. White Spot uses the “smart kitchen” to coordinate cooking times, and regularly mines data from online guest reviews and surveys to guide its menu choices. The company also has an online learning management system to supplement staff training. “We’re not an industry known for using a lot of technology, but that’s changed,” says Erhart. “It’s a very competitive business, and we always have to find ways to remain relevant.”

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The franchise

The White Spot CEO was part of the team that first franchised the brand in 1992, and today there are 40 franchised locations in Canada, as well as 26 corporate stores, with all but one restaurant located in B.C. (the other is in Alberta). It also has a successful fast casual hamburger chain called Triple O’s, with 67 Triple O’s franchises now on its roster, including eight in Asia. The company moved into the region to target its growing Canadian-expat market. Today, its three most successful locations are in Hong Kong. Combined, the company’s restaurants served in excess of 17 million guests last year.

While both brands are principally situated in their home province of B.C., White Spot is eyeing the Prairie Provinces as a logical point of expansion. They are also looking to increase White Spot’s hotel business. The company has opened a number of White Spot restaurants in mid-range hotels, including Sheraton Four Points, Best Western, Coast Hotel, and Holiday Inn Express, which benefit from its strength in all three dayparts: breakfast, lunch, and dinner.

When signing on new talent, Erhart looks for people who can work with the White Spot business model and, more importantly, who have a passion for the restaurant business and its guests. “The success of our brand starts off with it being a people story,” says Erhart. “We partner with the best, then you train [franchisees and staff] the best, expect the best, and create an environment where individuals can do a great job. That’s the strength of our brand.”

In today’s world of quick career switches and short-lived company loyalty, Erhart’s climb up a dedicated career ladder in a chosen industry is a bit of an anomaly. It speaks to his determination, as well as his passion for the restaurant business, which has only grown with the years. “I’m very blessed to find a career that I love,” says Erhart. “It’s an industry where no two days are alike, and I still really enjoy the energy.”

That said, it’s not every food service professional that bears the responsibility of running a restaurant nearing its 90th anniversary. Not only has Erhart proven himself up to the task, he’s also paved the way for more successful years ahead.

“When you work for a brand that represents such a love affair in the province, you feel a strong sense of responsibility to make sure that things are around for another 90 years,” reflects Erhart. “I feel that responsibility, and I thrive on the fact that this brand is important to people.”

Learn more about White Spot franchise opportunities


By Roma Ihnatowycz

The post Leadership Profile: Warren Erhart, White Spot appeared first on Franchise Canada.

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Day in the Life: Alair Homes https://cfa.ca/franchisecanada/day-in-the-life-alair-homes/ Fri, 27 Oct 2017 17:12:03 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1474 Serving the picturesque market of Georgian Bay, Ontario, Justin Thompson and Mike Ribout’s Alair Homes franchise exudes the high-quality standards the franchise is known for across its nearly 100 locations throughout North America. The Alair Homes motto, “Living better starts here,” is as true for the entire company as it...

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Serving the picturesque market of Georgian Bay, Ontario, Justin Thompson and Mike Ribout’s Alair Homes franchise exudes the high-quality standards the franchise is known for across its nearly 100 locations throughout North America. The Alair Homes motto, “Living better starts here,” is as true for the entire company as it is for each franchise location and, indeed, each franchisee. Of himself and his co-owner in the business, Thompson says, “We chose this franchise because it aligned with exactly what our intentions were – living better starts here, not just for our clients, but for each person who works for or with us, such as tradespeople and suppliers, as well as their families.”

Thompson has been with the franchise for two-and-a-half years now, and is as excited today as he was when he first started. The Alair philosophy was totally in line with his own: “To provide a service to our clients while doing what we love.”Alair Homes provides custom home building and home and commercial renovation services. To scroll through the galleries on the franchise’s polished interactive client-facing website is to see a gorgeous array of its successful projects – clear testaments to the strength of this franchise.

Alair Homes projects are typically high-end undertakings with large budgets, and these luxury services mean that an incredible amount of trust is needed between franchise and client. “The franchise model eliminates a lot of the stress and risk, which construction has a bad track record for,” Thompson says, noting how much he values the support system that’s built right into the franchise model.

A typical day

As a father of two young boys, Thompson’s day starts early, at 5:30 a.m., with himself and his wife getting their kids ready for school and daycare. After dropping his youngest off at daycare, he tries to be at his desk at 7:45. “I like to be the first in the office, to set the tone for the day for everybody.” A positive start to everyone’s day makes for a more productive day, and that’s exactly what Thompson wants – to make the most out of each working hour so that everyone can also benefit from a fulfilling work-life balance.

As with many jobs these days, going through email comes first – sorting out tasks into order of importance and urgency, flagging things for follow up, and then building a calendar for the day. Thompson tries to keep his client meetings to the mornings so that he and his team can prepare for the next day’s meetings in the afternoons – sales meetings, meetings about new projects, estimates, meetings with real estate developers, etc. Thompson’s goal, “to be at home for dinner every day,” means he tries to limit evening meetings – usually trying to lump them into one or two evenings a week. It’s not always possible to eliminate all evening or weekend work, since meetings with home-building clients typically have to be done during clients’ leisure time, but overall work-life balance is incredibly important to the company’s ethos, and it’s encouraged at every level.

Before joining Alair Homes, Thompson says his work days never really ended, but now, with this franchise model, he’s able to structure his day in a way that allows him to be less reactionary to things that crop up unexpectedly – to figure out the most efficient way forward with his team, and to make sure that no matter what, “every person who comes through our door (or email inbox!) is getting the same attention, even as the franchise grows.”

On top of the daily meetings with clients and external partners, the in-house team has a weekly meeting every Friday where it looks at the week ahead and discusses what it will need to move the current and upcoming projects forward. Throughout the week, Thompson and his partner will consult with the various project managers, “supporting them in day-to-day things that arise, and ensuring that we manage growth well.”

Indeed, one of Thompson’s favourite parts of the job is supporting the project managers with front-end challenges, like client care. Any of the back-end operational challenges are fairly standard to any business – making sure that office services are up and running. All the work that goes into a successful front-end business is what drives Thompson and his teams.

It starts with the mindset

When Thompson got into the franchise, he had some background in construction and renovation, which certainly helped him at the outset. But, he notes, “First and foremost, you have to have the mindset that you truly care about people and that you want to help people.” Success in the business always comes down to this, which he admits is hard to teach – it’s really something that people drawn to the Alair Homes franchise have in common when they walk in the door.

Since Alair Homes is a luxury brand and there are high expectations from clients, franchisees must be confident in their work. The model is set up so that you don’t need to be an expert in every aspect of the business – it’s structured so that everyone can play to their strengths and know that someone equally strong is taking care of the other areas with each project.

As well, Alair Homes has a strong support network. With its nearly 100 offices across North America, Thompson knows he could call any one of them and get advice about plans, day-to-day operations, etc. “They are all running the exact same process model, and are all like-minded – it’s incredibly unique to have that support network.”

Custom-built success

“Reflecting on yourself, what your strengths are, and where you can excel will ensure that you build a really good team of people who have different strengths that complement you, and vice versa,” Thompson says. “This is how you create a really strong, winning team.”

The macro network of support behind the franchise is there to guide franchisees through each process and to encourage them to be the best that they can be. “It really struck a chord with me – this is super unique to any franchise model, but especially in construction. This is the global stuff that sets us apart.”

On the micro end, all of the company’s tools have been developed and honed over the years, and are at the ready for new franchisees – from interactive software and a comprehensive and stylish website to branding and print material. “Everything that goes along with a successful franchise,” Thompson notes, is already part of the Alair Homes infrastructure.

Since the franchise has such a strong foundation and such strong resources both on the books and in its people, one of the best things a new franchisee can do, Thompson says, is “to be really open-minded and listen to people who have already been involved. Really listen to their advice and what they’ve learned from their mistakes and challenges – really take that all in.”

With such a positive overall company philosophy, it’s clear why Thompson and his associates are excited about the future of the franchise, and why they all work to build on its success every day.

Learn more about Alair Homes franchise opportunities


By Jessica Burgess

The post Day in the Life: Alair Homes appeared first on Franchise Canada.

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The First Year: Pumpernickel’s https://cfa.ca/franchisecanada/the-first-year-pumpernickels/ Fri, 27 Oct 2017 17:05:17 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1471 Sometimes the problem isn’t finding a passion in life; it’s finding the courage to pursue it. For Ken Preville, who grew up working in restaurants in his native St. Lucia, the food business was always his first love. But it took a layoff from his job working in renewable energy...

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Sometimes the problem isn’t finding a passion in life; it’s finding the courage to pursue it. For Ken Preville, who grew up working in restaurants in his native St. Lucia, the food business was always his first love. But it took a layoff from his job working in renewable energy in September 2016 for him to take the plunge and pursue his true passion. Last February, he signed on as the franchisee of the Pumpernickel’s location in Etobicoke, Ontario, and he hasn’t looked back since. “One of the greatest joys I’ve had in my life is that I found this job,” he says.

That job involves managing a team of seven employees and making sure his fast casual restaurant and catering business delivers what Pumpernickel’s has promised Torontonians for more than three decades: deli-style foods, breakfasts, salads, and soups made from scratch, using only the freshest ingredients. There are 13 Pumpernickel’s franchises right now, all in the Greater Toronto Area, all typically 500-square-foot food court locations or 2,500-square-foot sit-down restaurants.

Preville’s franchise is in an office building near the corner of Bloor and Islington, and though he’s only been there for just under a year, both the restaurant and catering sides of the business have steadily increased since he took over, he says.

As for why he chose Pumpernickel’s in the first place, Preville’s reasons were threefold: a proven business model, sane business hours, and the quality of the product. “The concept is mainly in office buildings, so you don’t have to rely on clientele walking in off the street, even if you would like that,” he says. “It also allowed me to have a life, because hours of operation are Monday to Friday, 7 a.m. to 4 p.m. But what attracted me the most was the quality of the product. I really like the product. When I came to this store, I tried a lot of the product and I was really impressed, even though I had never been a customer before.”

Training and support

What also impressed Preville was Pumpernickel’s initial six-week training program, which is included in the franchise fee ($35,000), and mainly takes place at the company’s corporate store. Consisting of modules on brand values, food preparation, catering services, menu development, customer service, and daily operations, it prepares franchisees for almost anything they’ll face when they finally open the doors.

“The training process was really good,” says Preville. “It was a lot of hands on training, because Pumpernickel’s encourages the owner to be hands on, to know their product, so that they never find themselves handcuffed or struggling because an employee didn’t show up for work. By the end, they can basically do anything in that restaurant.”

And as with most franchises, the support doesn’t end there. Pumpernickel’s Area Manager has been crucial to his success throughout this first year. Sure, Preville had restaurant and management experience, but not in this particular restaurant. The Area Manager has been there through the ups and downs, says Preville, helping him better understand the business, particularly the catering side, and making sure the bottom line is strong.

The payoff

The benefit of all of that training and support is that he can truly enjoy his time as a first-time business owner. “My greatest joy here is taking care of customers,” Preville says. “It’s not like I’m making a bunch of money yet, but meeting a lot of people, and helping them, has been so rewarding. I often see the same people, so I try to memorize everyone’s name, and now I think I know the names of 30 per cent of my customers. And they know my name.”

Not surprisingly, that personalized service is paying off in the form of more business and happier customers. When Preville took over the Etobicoke location, he knew that customer service would have to be number one if his franchise was going to be successful. “I knew it was something we could improve on,” he says, “and now we are engaging with customers, talking to them, finding out how they’re doing, what they’re doing, what company they work for, etcetera. And now that we’re doing that a whole lot more, we’re seeing that people are very receptive to it.”

It wasn’t easy convincing his staff to take such a specific interest in their customers, however. But what helped, he says, was “walking the talk.” You see, Preville doesn’t just preach good customer service. He does it every day. If you ever visit his franchise, you’ll likely find him behind the register or at a food station, cracking jokes with a regular or asking a new customer how her day is going. That tends to rub off on employees, and it’s clear that it does here.

Another big challenge Preville has faced in his first year: finding — and retaining — employees who consistently show up for work. To address this challenge, he has improved his hiring practices since opening.

The future

Perhaps surprisingly, the catering side of the business hasn’t really been a challenge for Preville, and as he looks to the future, he believes his catering revenues will continue to increase. One major reason for that success is Pumpernickel’s main catering office, which acts as a first point of customer contact and also assists franchisees with coordinating orders.

Preville’s future with Pumpernickel’s in general may include another franchise, and not necessarily in Etobicoke. “The one thing about me is that I’m not afraid of a challenge. I’m not afraid to move, I don’t tie myself to one spot, and I keep myself flexible,” he says.

For now, though, he’s staying put in Etobicoke, trying to remember all those names, fill all those catering orders, and fulfill a lifelong passion.

And as for those with a similar passion to his, Preville’s advice for first-year franchisees is simple: stay focused on the people who will help make you successful, not just on how much goes in your pocket. “Always be at your store, focus on your customers, and focus on your employees,” he says. “Go in with an open mind, and you’re going to be successful.”

Learn more about Pumpernickel’s franchise opportunities


By Jordan Whitehouse

The post The First Year: Pumpernickel’s appeared first on Franchise Canada.

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Millennials in Franchising: Little Kickers https://cfa.ca/franchisecanada/millennials-in-franchising-little-kickers/ Fri, 27 Oct 2017 16:59:02 +0000 https://cfa-ca.flywheelsites.com/franchisecanada-2/?p=1468 Just as there are many ways to kick a ball into a net, there is more than one trajectory to becoming a franchisee for Little Kickers, a pre-school soccer academy. Larissa Gibson was working at a soccer supplies store and meeting franchisees as customers. Crystal Hartog was in marketing when...

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Just as there are many ways to kick a ball into a net, there is more than one trajectory to becoming a franchisee for Little Kickers, a pre-school soccer academy.

Larissa Gibson was working at a soccer supplies store and meeting franchisees as customers. Crystal Hartog was in marketing when she reached out to a franchisee to reconnect with her lifelong love of soccer. Ryan Baker moved to England after completing a degree in sports administration to take up a position as the franchise’s director of coaching, and ended up spearheading the franchise’s establishment in Canada.

Today, each is a Little Kickers franchisee.

Despite their different paths, these three also share things in common. They’re all aged 35 and under. They grew up playing sports. They love working with children. And maybe most significantly, they all aspire to pass along their love of sports to a new generation.

Baker, a new father with a three-year-old daughter and a one-year-old son, articulates it best as he reflects on this motivation. “We just want to make sure that their first experience in any type of sport is a really good one, because if it starts poorly, then maybe they’re turned off from playing sports or being active. We feel like we’re offering something that gives a lot back to the kids,” he says, adding that his daughter is already a Little Kicker and loving it.

A common growth trajectory

Back in the trenches, these franchisees already boast positive growth in their businesses.

Gibson, whose major athletic focus growing up was on ice skating (she achieved gold levels in ice dance and became a figure skating coach at age 13), started her franchise in April 2014 at age 27. With her life-and-business partner Sean Cuthbertson, she runs Little Kickers North York, where she has grown attendance from fewer than 30 at start-up to more than 400 children this summer.

Baker started his first Little Kickers franchise in the Wimbledon/Putney area of London, England when he was 25. He returned to establish the master franchise in Canada in the Toronto area (he also brought back his wife Michelle, who started a Little Kickers in the Oshawa/Clarington area). In 2011, the couple moved to Chilliwack, British Columbia, to be closer to Michelle’s family, and to establish the franchise out west. Now 35, Baker owns two territories, the initial location in Fraser Valley, and a second in Surrey. The Fraser Valley location is consistently among the top 25 in the world, and today his two franchises offer 40 classes a week and employ 20 part-time coaches.

Hartog started full time as a coach with Little Kickers in 2013 at age 22, after connecting on Facebook with the owners of Little Kickers Toronto West and East York. She credits her newfound mentors Kevin and Courtney with helping her make the leap to her own franchise. “They’re great. I owe everything to them. I worked for them, I still work for them, and I learned the ins and outs of the business,” she adds.  When Little Kickers East Hamilton became available, she jumped in and launched in February 2016. Hartog has grown the franchise to six venues, and works with 10 coaches to teach 250 children each week.

The offering

As a pre-school soccer program, Little Kickers classes are focused on teaching fundamentals in a non-competitive environment. Classes are offered at several levels, the first a parent-and-tot program for children from a year to two-and-a-half years old, all the way up to Mega Kickers for children aged from five to seven. Classes are generally capped at 16 children, and last for 45 minutes, held indoors from October to May, and outdoors from May to September. Franchisees rent venues in their areas, from baseball diamonds and local parks to school gyms and church basements.

Each week is planned around a theme, from jungle to space. “It’s not just like, ‘Okay, we’re going to kick the soccer ball. It’s, today, we’re going to play our games in the zoo and we’re going to do our tiny turtle kicks on the coach’s whistle.’ There’s always a storyline behind every week,” says Hartog, adding that besides learning the basics of soccer, the activities also teach skills like how to wait your turn and follow instructions.

Besides coaching classes (Saturday morning is the busiest time), franchisees handle class registration, find new venues, hire staff, and market their businesses. Initial training includes three days at head office learning health and safety procedures, registering for insurance, and training on the online business system. A coaching director helps franchisees put together lesson plans and does class visits. Follow-up includes monthly one-on-one meetings with head office, and master coaching classes. An online forum allows franchisees to share ideas worldwide.

Benefits and challenges

Besides the opportunity to work with children, franchisees say they also like the flexible hours of running their own business. Gibson adds there’s also a bonus in renting spaces, rather than dealing with the hassles of a brick-and-mortar building.

Baker likes the fact that he and his wife have turned the franchise into a family business. Today, his mother handles the business administration, and his brother-in-law and sister are coaches. He says he’s especially pleased that his sister Caitlin, who has a developmental disability, has become one of the strongest coaches on his team. “She’s very good at what she does. She started as an assistant coach and built up. Now I would say she’s one of my more confident lead coaches,” he says, adding that she also helps train new coaches.

In terms of challenges, Gibson says initial ones included brand awareness, educating customers, and being comfortable on the phone. “Know your information off by heart from the very beginning,” she advises new franchisees.

Another challenge is scheduling. “Especially during the week, there’s a small leeway where the parents can get home from work, take the kids to our program, and then go home in time to have dinner and go to bed,” Gibson says, adding that afternoon programs can also be tricky, since many children still nap.

To Hartog and Baker, the biggest challenge is staffing. Coaching positions are generally part time, but the goal is to find coaches who can commit long term. Finding the right type of person is also essential. As with franchisees, Baker says comfort around children is often more important to identify in a coach than soccer or even sports knowledge. “Some of those skills working with young children are kind of hard to teach to people who haven’t been around kids before,” he says.

Hartog agrees, listing the questions she asks herself when interviewing. “Are they outgoing? Can they have a conversation with a parent? Can they connect with a two-year-old?” She adds that besides sporty types, actors often do well as coaches, given their storytelling abilities.

Franchisees handle the staffing challenge by posting job ads continuously. Hartog adds that she focuses on retention providing coaches with positive feedback and gift cards. “They really like that, feeling like they’re part of a team and part of something bigger.”

These business owners say their youth is not particularly a challenge. Gibson says, if anything, there are positives, including the fact that youth gives her the energy to run around after the kids and an openness to new ideas. Hartog says that growing up as a millennial in a tough job market means she was ready to work hard.

Future plans

Looking to the future, these franchisees share ambitions for growth and community connection. Baker wants to build his second franchise to the level of the first, adding more venues and classes. Gibson aims at more classes, more kids, and more theme days to keep it fresh for her long-time clients. She also wants to repeat community events like her kids’ participation in a local parade, and a tournament with other local franchisees. Hartog plans to open new venues, and offer more classes. She also wants to expand her work with families in the Children’s Aid Society, to whom she offers free programs.

And they all plan to keep instilling that love of sport. “I feel like I have an important job, and that’s very important to me, that we are making a difference in these children’s lives,” says Gibson.

Learn more about Little Kickers franchise opportunities


By Suzanne Bowness

The post Millennials in Franchising: Little Kickers appeared first on Franchise Canada.

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