Following the leader
Does enlisting and supervising an outstanding team to carry out the day-to-day operations of your business sound good to you? If so, consider a management franchise says Katie Shevlin
An investment in a management-style franchise comes with numerous benefits.
Ultimately, franchisees can be as hands-on as they like, but they aren't required to carry out the services provided on a daily basis, which can mean less contact time at the office/premises and therefore the opportunity to enjoy a better work-life balance.
Management-style franchises operate in a wide range of sectors, so even if you have no previous industry experience, you could run a business in a different, more lucrative sector without needing to be retrained.
Some management franchises offer the added benefit of starting the franchise operations alongside your current day job, gradually growing the business and increasing cashflow until you are in a financial position to work on the business full time.
Owning a management franchise means overseeing the business and ensuring that the whole process runs smoothly, so it requires people skills and business acumen in abundance. If you're someone with good interpersonal and organisational skills, a management franchise could be the perfect choice for you.
Being in charge of a team can be quite demanding at times and the ability to recruit a good group of staff is key in the success of the business. Creating a strong workforce can also increase the appeal of the business should you wish to sell it on, as you already have employees in place with the knowledge and skills.
Here, three franchisees explain why they made the decision to invest in a management-style business.
MINSTER
Emma White joined the Lancashire branch of Minster Cleaning Services as a business development manager in 2005 and is now the joint franchisee with her father, Arthur.
What was your route into franchising?
After graduating from Leeds University with a business management degree, I worked at HBOS as a business analyst
for two years. Then my father, Arthur, who has been the franchisee for the Lancashire branch of Minster Cleaning Services since 1996, asked if I'd like to join the company in the role of business development manager. I was later promoted to be operations director and became the joint franchisee in 2011.
What is your typical day like and why is Minster so suitable for people with management experience?
There is no such thing as a typical day here; there are different challenges every day and you must be capable of thinking on your feet. One day I can be involved in sales or health and safety and the next, marketing, site visits, accounts, etc. We're involved with a very varied mix of businesses; our contracts cover a broad range of commercial organisations including Blackburn Rovers FC and the Brockholes Nature Reserve.
Minster is a management franchise where a good head for business, broad management skills and a strong desire to provide excellent service to customers are the most important attributes. With branches often employing a staff of around 200, people-management skills are essential.
How has life changed since taking up your franchise?
I've learnt a lot about business at Minster. There is more pressure with this business than during my degree course or my time at HBOS but I really feel I have achieved a great deal and I have been able to contribute to society by offering employment during these tough economic times.
There's no room for complacency; we have to improve continuously and adapt our strategy to suit the market conditions. It's not a nine-to-five job but the rewards are there if you are organised and work hard. I still find time to play netball for two teams, go away on holiday and enjoy weekend breaks, so it's not ‘all work and no play'.
What advice would you give to someone considering a franchise?
Choose something that you're interested in and will suit your long-term aims and ambitions. Make sure there's a good market for the product or service and that the territory is big enough to allow you to create a decent-sized business and something that is saleable in years to come. Find out how other franchisees feel about the network by speaking to as many of them as you can. It helps if the franchise is well known and established so that you can see that the franchise model is tried and tested during different market conditions.
What are your plans for the future of the business?
We are always trying to improve the way we operate and we intend to keep expanding the business by offering excellent service levels, value for money and a flexible service that is tailored to the individual needs of our clients. The size of Minster's territories means there are always plenty of potential clients.
What has been your greatest achievement since taking on a franchise?
I've developed as a person and feel that I've proved myself. I know every single aspect of the business and can now confidently present to prospective clients at all levels. I am also very proud of the success that we've had in the healthcare sector. All primary medical and dental practices now have to be CQC registered and their premises have to meet a number of ‘Essential Standards of Quality and Safety', which includes the maintenance of appropriate levels of cleanliness and hygiene. Our expertise in this area has opened many doors and we are now helping more and more practice managers to achieve compliance.
What qualities do you feel are important in order to achieve success as a franchisee, and a management franchisee in particular?
You must be resilient to be able to withstand the normal ups and downs of running your own business and be prepared to put the time in when it is needed. The ability to prioritise your day is also essential in a busy management franchise like Minster and you need empathy in order to be able to manage your staff effectively, understand the requirements of a diverse range of clients and maintain good relationships across the board.
DRIVER HIRE
Prior to investing in his Driver Hire franchise, Jamie Williamson worked for DHL in a number of financial and commercial roles for 15 years. Jamie joined Driver Hire in January 2012.
What attracted you to franchising?
I was attracted to franchising because I didn't want to have to start a business from scratch. It's hard enough to concentrate
on building the right team and looking after your customers without the extra burden
of setting up the processes behind the business. With franchising, you're buying into an established business model with
a tried-and-tested methodology. The marketing, billing and invoicing systems, and tools to manage the workload are already set in place and work well. I also wanted a business that has an excellent reputation in the marketplace, which I could utilise in my chosen territory.
Another great reason to go into franchising is the access it gives you to a huge network of people that you can turn to for help, support and advice.
I talk to my neighbouring franchised offices on a regular basis and now, after just two years in the business, I'm able to offer advice based on my experiences to new franchisees coming on board!
Why did you choose Driver Hire?
I had never actually heard of Driver Hire before carrying out my research - it's
not a high-street business - but it was recommended to me as a well-respected brand to look at. I'm really glad I took that advice. Being a market leader, Driver Hire already ticked one of my boxes; it's important that customers can trust and believe in the product or service you're selling. I initially spoke to the franchise sales director at Driver Hire and from that conversation I could see it was a straightforward and simple business where providing a high level of customer service was key. I visited the head office and was immediately impressed with the team and the whole set-up there, as well as the range of support and everyone's enthusiasm. The next step was to meet with existing franchisees and I was encouraged to speak to anyone I wanted to, which meant I got a true perspective of what running a Driver Hire franchise was really like.
What are the benefits and challenges involved in running a management franchise?
The major benefit of running a management franchise is the freedom I have to make my own decisions. Whilst I follow the Driver Hire business model, I still have a large amount of independence to run my own business and I am in control of my own destiny. With a management franchise, the costs are relatively low compared with some other types of franchise. My stock is people!
The main challenge involved in running the business is that, because it's your business, you want to be involved all the time, especially at the start when you're still trying to learn every facet. Running a business is hard work and sometimes the challenge is to keep yourself and your staff motivated in order to grow the business further.
What kind of support have you received from the franchisor initially and ongoing?
The foundation training programme was fantastic. For me, the IT and marketing support has been second to none and if I need help with anything I know there's a great team at head office ready to fix something, provide advice or point me in the right direction. I especially value the support provided by my area development manager, who is a fundamental link to head office and the network. If I need him to lend a hand in the office or help me win over a major client, he's more than happy to help.
Describe a typical day running your management franchise
Every day is different. Of course, we try to build in some form of routine - we hold a staff meeting every Monday, Wednesday and Friday morning. It's important to build a strong team ethos so you get the most out of your staff and they feel empowered and valued.
At Driver Hire it's key that you make time to go out and visit customers, so I tend to do this during the middle of the week. The rest of the time I am involved in the bookings, talking to customers and candidates and working on the financial side of the business to make sure we're on the right track. Each day presents a different set of challenges and rewards. There's a lot to do and this adds to the excitement of it.
What are your future plans for the business?
Essentially, I want to keep providing a great level of customer service and further build the reputation of the business in my area. I'd like to be able to provide our drivers with work every day so they perceive us as an employer and not just another agency. We've already doubled the turnover from when I first took over the business in 2012 and we've budgeted for a £1.3million turnover for 2014/15. When I bought the business I told myself that I would run it for 10 years and I'm aiming to have built a business with a £2million annual turnover by then. From a livelihood point of view, I want to make sure I earn enough to maintain a good lifestyle for my family while at the same time I'm looking to gradually decrease the number of days I work in the office. Once my initial 10 years is up I may carry on or pass the business on to my children. It's a franchise with huge potential and opportunity.
What advice would you give to anyone considering a management franchise?
Do it and don't be afraid to invest - you will get the rewards further down the line. My quality of life has improved, I'm the one in control of my own destiny and I'm no longer reliant on the decisions of others.
If you're going to work you might as well enjoy it. I'd absolutely buy a Driver Hire franchise again. In fact, I wish I'd looked into it a few years ago!
SELECT APPOINTMENTS
Donna Stafford owns two Select Appointments franchised offices, one in Lincoln and the other in Peterborough. This year she is on target to hit £2million turnover.
What was your route into franchising?
I joined Select's head office in Peterborough in 2001 as executive office manager and, over the next five years, became absorbed in all aspects of the company's culture and operations. In 2006, I approached the board with a view to becoming a franchise partner. I knew I wanted my own business but with the backing of a national brand. Business went well in Peterborough so in 2011, I opened my second franchise in Lincoln.
How have you found the support from the franchisor?
Head office provides fantastic resources in terms of back office functions, finance, marketing and training. Training is something Select is passionate about and there is a raft of resources available to us, from trainee induction to advanced selling and updates on the latest employment legislation.
What challenges have you faced running a management-style franchise? Getting the right people to bring into the business has not been easy. We have been looking outside the recruitment sector, however, and there are lots of people who have the right skill set to potentially be an excellent recruitment consultant. The trick
is to identify who these people are and give them first-class training and support.
How do you manage two offices at
the same time?
Each Monday I have a conference call with the recruitment teams in both offices to review the goals that have been achieved
in the previous week and prepare a plan of action for the coming week. This includes which clients are to be visited and marketing activity such as attending local business networking events.
What are the advantages of owning a management franchise?
Being the business owner means you
can make decisions quickly and I have had the enjoyment of seeing others succeed. Being part of a brand that has a national presence has definitely helped grow the business. People recognised Select as a local business but with a nationally known brand that is trusted and respected.
Would you encourage others to consider a franchise recruitment business?
I have found the franchise journey very satisfying not just in terms of financial rewards and building the foundations of a solid business, but also in terms of helping employers and candidates achieve their goals. You have to be able to put in the effort to develop the franchise and it helps if the franchise is a recognisable brand.
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