1851

Honoree:&nbsp;<a href="https://www.linkedin.com/in/markkirsch/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=2024s-top-franchise-legal-players-mark-kirsch-lathrop-gpm-2726939" target="_blank" rel="nofollow">Mark Kirsch</a>Role:&nbsp;<a href="https://www.lathropgpm.com/Mark-Kirsch?utm_source=1851franchise.com&utm_medium=article&utm_campaign=2024s-top-franchise-legal-players-mark-kirsch-lathrop-gpm-2726939" target="_blank" rel="nofollow">Franchise Law Partner, Lathrop GPM</a>Mark Kirsch is a seasoned expert in domestic and international franchising and distribution law, with a focus on transactional and regulatory matters, mergers and acquisitions, and dispute resolution. He works with a diverse array of clients, from large multinational chains to emerging businesses, across various industries such as restaurants, hospitality, healthcare, manufacturing and retail. Kirsch’s extensive experience includes developing and structuring franchise and distribution systems, drafting and negotiating various agreements, and ensuring compliance with regulatory issues. He has played significant roles in numerous corporate transactions, particularly private equity-backed deals, involving franchise systems.&nbsp;1851 Franchise recently spoke with Kirsch to find out more about his experience in the franchise legal field and for some insights into strategies franchisors can use to navigate legal challenges effectively.1851 Franchise: What do you see as the most important things franchisors should do to protect their brand?Mark Kirsch:&nbsp;A franchise “brand” is multifaceted, and it is more than just the trademark or the business name over the door. While the brand is owned by the business — or in this case the franchisor — as a practical matter, a brand is really the public’s feelings and perceptions about the business and the products/services sold. It is owned by the franchisor but lives in the minds of the franchise system’s customers. So, protecting the brand includes both defensive moves and offensive actions to grow and enhance the reputation of the brand. That involves the franchisor and the franchisees. Protection starts with the legal steps to police the uses of the marks by franchisees and third parties, and taking actions to stop improper uses or the sale of products and services that tarnish the brand image and reputation. This is why adherence to brand standards is so critical to the franchise system. But beyond protection, franchisors should always be focused on unit economics and the profitable operations of their franchisees.&nbsp; By helping franchisees thrive — in terms of sales, revenue, positive customer experiences, advertising and marketing, and new product development — franchisors enhance the public perception of the brand.&nbsp;1851: How important is the information in Item 19?Kirsch:&nbsp;Financial performance representations (or FPRs, formerly known as “earnings claims”) — which are synonymous with Item 19 — are absolutely critical for both franchisees and franchisors. Why? FPRs are the beginning of the answer to every franchisee’s question “How much can I make from this franchise?” It is the&nbsp;beginning&nbsp;because the FPR is not a complete answer.&nbsp; Franchisees should use this information as part of their diligence of the franchise opportunity. They should, along with their legal and financial advisor (and it is critical to have a franchise lawyer and accountant on the franchisee team), understand what is being stated and what is not included.&nbsp; Each franchised business within a system is different, and franchisees can use this information to ask questions of the franchisor and other franchisees, and begin to build their own potential economic model.FPRs are critical for the franchisor because they provide a consistent message to prospective franchisees to begin to answer the franchisees’ questions about potential profitability.&nbsp; Also, by providing a written FPR, it provides a sort of script for the franchise development team to work from and reduces the likelihood of franchise development personnel providing unauthorized financial information. Franchisors need not provide an FPR, but if they do, it must follow precise rules and guidelines. However, the form or the type of information is not dictated. Therefore, a franchisor can provide the type of information that it believes its prospective franchisees need and desire. This also allows for creativity (but not fantasy numbers!).&nbsp;For example, while top line gross sales figures, with system wide averages are typical, brands can be more specific, such as “RevPAR” (revenue per available room) for hotels; or a hair salon may provide “average revenue per chair” to account for different size salons; or a restaurant franchisor may provide data for revenue, as well as costs as a percentage of revenue for food, paper and labor costs, which are the most critical costs for that business (outside of rent/occupancy costs which can vary widely be geography). Finally, by providing an FPR in Item 19, the franchisor is granted some additional leeway under the law to provide additional geographically-specific or situationally-specific financial information (called supplemental FPRs) in response to prospective franchisee requests.&nbsp;&nbsp;1851: What is the single largest legal mistake brands make?Kirsch:&nbsp;There are a few mistakes that franchisors sometimes make that are a combination of operational and legal issues.&nbsp;&nbsp;The first is not policing and enforcing system and brand standards. By allowing a few deviations from the standards, these small matters can snowball, and then it makes it more challenging to enforce them in the future in terms of franchise relations, legal costs and diversion of resources.Second, franchisors should build into their agreements the flexibility to make changes and allow the system to evolve due to changes in technology, customer preferences and other marketplace issues. The lack of flexibility can hinder growth and change without significant costs and at the risk of creating negative franchisee relations. Of course, finding the right balance between flexibility and unfettered changes is critical.A third issue (and mistake), which applies more to start-up and emerging brands than to mature systems, is the willingness to deviate from contract requirements and permit significant negotiated changes and/or deviating from the desired new franchisee profiles to sign up less-than-stellar franchisees. Oftentimes these sweetheart deals — or signing a new franchisee who may not have the right or best mix of knowledge, experience, personality or capital — are done to meet an arbitrary franchise sales goal.&nbsp; And while that may seem good at the time to add new franchises to the system, it may backfire in the future.&nbsp;1851: How do you stand out as a franchise law firm?Kirsch:&nbsp;BREADTH AND DEPTH. We are a full-service firm, not a boutique, so we can serve&nbsp;all&nbsp;of the legal needs of our franchise clients. Within the franchising realm, we serve our clients’ needs in areas including registrations and compliance, mergers and acquisitions, international expansion (both into the U.S. from abroad and from the U.S. outward), U.S. and international litigation and dispute resolution, intellectual property, data security and privacy, technology, and reorganization and bankruptcy. We also have lawyers who focus in other areas that support our franchisor and master franchisee clients, including employment, tax, real estate, trusts and estates planning, environmental law, insurance recovery and health law.&nbsp;We have offices across the country and access to international experts in 90 law firms across 100 countries around the globe, thanks to our membership in Multilaw.&nbsp;INDUSTRY LEADERSHIP. Our team members hold leadership positions in organizations that shape the future of franchising, including the International Franchise Association, the American Bar Association Forum on Franchising and several other organizations. We also have provided input to groups including the Federal Trade Commission and the U.S. Small Business Administration.&nbsp;COMMITMENT TO DIVERSITY, EQUITY AND INCLUSION. We have made a multi-year commitment as a founding partner with the International Franchise Association on their Ascension Initiative, which aims to diversify the franchise world through outreach to underrepresented groups and economically disadvantaged communities.COLLEGIALITY AND TEAMWORK (AND FUN!). Many law firms tout their cooperative attitude and teamwork. So does Lathrop GPM. But, as a 35-plus year franchise attorney, with experience in firms and practice groups of various sizes, I see that with Lathrop GPM it is really true. I experience every day how our franchise team operates as a team and thoroughly enjoys working with each other and our clients. And when that happens, clients can see it and see the difference in the legal advice and superior service that we deliver. We do have fun as a team!&nbsp;1851: What is the best business advice you have received in your career?Kirsch:&nbsp;I’ve received a lot of good advice over the years — from lawyers and mentors, business people, clients, friends and family. I can’t pick one as the best. So, a few are:Treat every client as if they are the most important client you have, and their problems and issues are as important to you as they are to them. Along with that advice is to be uber-responsive.Listen, listen and listen some more.Surround yourself with good, smart people, and then rely on them for their knowledge, expertise and teamwork.It’s okay to say you don’t know something, but you will find the answer and get back to them. I learned a long time ago that being smart is not knowing all of the answers, but knowing where and how to find the answers.Be kind, polite and respectful to everyone, regardless of position, station or relationship to you, your business or your goals.Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=2024s-top-franchise-legal-players-mark-kirsch-lathrop-gpm-2726939" target="_blank" rel="nofollow">www.1851growthclub.com</a> and start your journey.

Expert Franchise Attorney Mark Kirsch Offers Insights

1851 Franchise

1851 Franchise’s annual showcase of the top players in the franchise industry is back. Meet Mark Kirsch and hear his insights on legal issues in the franchise space.

2024’s Top Franchise Legal Players: Mark Kirsch, Lathrop GPM

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Layne's Chicken Fingers

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Layne’s Chicken Fingers Accelerates Growth in Q1 2026 With 50+ Restaurants Awarded and Expansion Across Key Markets

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The Junkluggers

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The Junkluggers Franchisees and Leadership Gathered to Build Momentum for 2026

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Lawn Squad

Why Invest in a Lawn Squad Franchise vs. Competitors?

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One Hour Heating and Air Conditioning

Women in Leadership Driving Success at One Hour Heating & Air Conditioning

Women in Leadership and Strong Team Culture Are Driving Success at One Hour Heating & Air Conditioning

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Central Creativity

How Central Creativity Is Closing the Resource Gap in STEAM Education

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Jersey Mike's Takes First Steps Towards Initial Public Offering

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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MUFC offers access to one of the most qualified rooms in franchising, but most operators are not buying today, forcing brands to rethink how they build long-term demand.

The Secret to Selling Franchises: You Spent Thousands at Multi-Unit. Now What?

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image of woofies brand page deep dive image from 1851 franchise

Franchise Opportunity Deep Dive: A mobile pet care franchise offering mobile pet grooming, dog walking, and pet sitting, plus Bed & Biscuit overnight care and optional vet telehealth referrals.

Woofie's Franchise Costs, Fees, Profit and Data for 2026

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At&nbsp;<a href="https://hellomainland.com/">Mainland</a>, everything starts with real people. The team focuses on who a brand is trying to reach and builds content around what matters to them. That carries into The Buzz Factory, which is designed to turn interest into real conversations with potential franchisees.Instead of pushing out generic messaging, brands are able to connect with the right audience from the start. The result is stronger engagement and more relevant conversations with prospective franchisees.<h2>What Traditional Blanket Franchise Marketing Gets Wrong</h2>Traditional franchise marketing often begins without a clear picture of who the brand is trying to reach. Campaigns are designed to appeal to everyone, which usually means they don’t connect with anyone in a meaningful way. Without a strong SEO or GEO strategy, brands also miss key moments when potential franchisees are actively searching.National campaigns aren’t always effective for individual locations. Franchisees still need a way to connect with customers in their own markets. Without focusing on the people behind the brand, marketing doesn’t resonate enough.&nbsp;<h2>How Mainland’s Approach Is Different</h2>Mainland takes a different path by building its strategy around people first, not just brand messaging. Instead of generic campaigns, the focus is on real stories, highlighting the operators, career changers and entrepreneurs behind each brand. That mindset is backed by a “nothing is impossible” approach, where creativity and persistence drive how opportunities are uncovered and amplified.“A lot of times, the franchisees we’re working with will come on the call and say, ‘I don't know why you want to talk to me. My story is not that interesting.’ There's a level of fulfillment and satisfaction in being able to see them see themselves in someone else's eyes and realizing what their story can mean and can do. It’s really fun,” said&nbsp;<a href="https://www.linkedin.com/in/morgan-wood1">Morgan Wood</a>, content manager at Mainland. “Everyone has a story. We just have to get to it.”That storytelling is combined with a strong digital and media engine that makes sure the content reaches the right people at the right time. Every effort is tied to measurable results, from readership and engagement to lead quality and conversion.<h2>The Five Pillars of the Buzz Factory Process</h2>The repeatable process is designed to move prospects into action. Here are the five pillars that Mainland uses to reach people:<h4>Pillar 1: We Find the Right People in the Right Market</h4>At the top of the funnel, Mainland operates as a true media engine, using industry-wide editorial to consistently attract qualified readers who are already interested in franchising. Mainland co-founder&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> saw that modern growth requires more than PR and ads. Brands need a media engine that works constantly to educate and attract the right audience. That thinking led to the creation of<a href="https://1851franchise.com/">&nbsp;1851 Franchise</a> and its sister platforms<a href="https://estatenvy.com/">&nbsp;Estatenvy</a>,<a href="https://stachecow.com/">&nbsp;StacheCow</a> and<a href="https://room1903.com/">&nbsp;Room 1903</a>, built as ecosystems designed to drive franchise growth.“These platforms are what we call growth media engines,” Powills said. “They’re not traditional publications and they’re not marketing channels. They sit in the middle. Each platform is designed to help an industry control its narrative, educate its market and create a consistent drumbeat of credibility around the brands that are growing within it.”Traffic is consistent, with more than 34,000 visits each week and about 125 readers every 30 minutes. Instead of chasing leads, the focus is on creating content that draws in the right audience over time.<h4>Pillar 2: We Introduce Them to Franchising</h4>Mainland brings prospects into franchising through story-driven content that feels relatable and real. Instead of leading with a sales pitch, the focus is on narratives like career changes, life transitions and personal motivations that reflect where potential franchisees are in their own journey.“Being able to see the kind of person that's doing it, and, no matter who you are, there's someone who has a similar background or that you can relate to in some way, that has done it,” Wood said. “I think putting that out there makes people curious. And then you click in, and it's their life story and their experiences. The reader likely doesn’t know this person, specifically, but it’s possible they have very similar experiences.”This approach builds an emotional connection first, making the idea of franchising feel both accessible and attainable before any direct selling begins.<h4>Pillar 3: We Introduce Them to Your Brand</h4>Once interest in franchising is established, Mainland introduces prospects to specific brands through lists, awards and rankings that position them within the broader industry. From there, dedicated brand pages give readers a deeper look, offering the context and information they need to stay engaged. This step moves prospects from general curiosity into active consideration.“When brands partner with Mainland and our platforms, they’re essentially building a living archive of their growth story, leadership insights, franchisee success stories, expansion announcements and industry expertise,” Powills said. “When a candidate starts researching the opportunity, they don’t find one article. They find a narrative. And in franchising, the brands with the strongest narrative usually win.”<h4>Pillar 4: We Amplify Your Story to Reach Similar Prospects</h4>Mainland expands a brand’s reach through paid media and its proprietary digital ad service, AMPD, targeting the audiences most likely to be a fit. AMPD blends social and pay-per-click advertising to place content in front of the right people, supported by placements across key platforms and media coverage ranging from TV segments to local publications. Retargeting also helps keep the brand visible to people who have already shown interest as they continue evaluating their options.One example is Mainland’s<a href="https://1851franchise.com/mainland/two-men-and-a-truck-mainland-pr-strategy-2025-2731775#featured">&nbsp;long-running work with TWO MEN AND A TRUCK®</a>. Since 2013, the partnership has grown into a steady stream of national and local coverage, including 176 media placements in 2025.Mainland has helped share franchisee stories with a wider audience, with coverage on outlets like FOX Business and CNBC. It has also supported local efforts to build awareness in each market.<a href="https://1851franchise.com/mainland/laynes-chicken-fingers-mainland-franchise-assessment-growth-2731520#stories">Layne’s Chicken Fingers</a> is another great example. Through a combination of earned media and targeted visibility, Mainland helped position the brand in both national outlets like QSR Magazine and local TV markets ahead of new openings."I’m not an expert in getting leads or PR. But I know how to sell and I believe in our brand," said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, Layne’s chief operating officer. "I rely on Mainland to come up with the ideas. ‘How am I going to achieve my goal?’"Layne’s saw steady development as awareness grew, including a 110% increase in its footprint in 2025 and several multi-unit deals.<h4>Pillar 5: We Analyze the Data to Inform Strategy</h4>Each step is guided by data, using tools like Google Analytics and campaign results to see what is and isn’t working. Those insights are reviewed in monthly calls with account managers.For example,&nbsp;<a href="http://linkedin.com/in/juliemaw1">Julie Maw,</a> vice president of account management for Mainland, has used performance data from webinar registrations to help identify the best time of year to host a campaign, improving return on investment. Instead of relying on assumptions, each next step is guided by real-time insights and proven results.<h2>What the Process Looks Like in Practice</h2>Here is how the Buzz Factory Process comes to life, step by step, turning strategy into execution.<h4>Custom Landing Page</h4>On the front end of the magazine, we focus on bringing qualified, focused readers into the funnel. We do this through unpaid editorial that covers the complete industry. Then, we guide them to your brand.<h4>Custom Content</h4>We then start to build your “why you/why now” through content, video, research and aggregated media coverage. An active newsroom will give your brand's audience news and information designed to motivate them as they become comfortable with the idea of working with your brand.<h4>Aggregated Content</h4>A branded newsroom would not be complete without other stories created by journalists. That’s why Mainland aggregates important news from other media sources. This is valuable for a few reasons. First, we can link directly to your site, so when we amplify the story, we can guide the user directly to the next step: inquiry. Second, this extends your credibility. Third, we can add to existing press coverage by including a quote, video or update. We can also take articles you wish you had been included in, and add you to the story.<h4>AMPD (Paid Media)</h4>AMPD is how Mainland puts content in front of the right audience. Once the target personas and markets are defined, campaigns are built across platforms like Google, Facebook, LinkedIn and retargeting channels to reach people who are most likely to be a fit.Instead of pushing broad ads, the focus is on placing the right content in front of the right people and staying in front of them as they continue to explore the opportunity.<h4>CRM Integration</h4>Then, Mainland integrates into your sales process. This could be drip campaigns, counter content, marketing collateral or something as simple as your own internal magazine.<h4>Social Distribution</h4>Now, Mainland taps into your brand’s distribution sources to increase the readership of your content. This could be shared on your Facebook or LinkedIn pages, or even on your website through our news widget tool.<h4>Real-Time Analytics</h4>This step includes arguably the most important feature, which is data. Through measurement and data, Mainland can get a sense of which content has the highest engagement, which demographics are engaging with it, where they are, which days they read your content and more.We also give you AMPD data through our API integration with Google, LinkedIn and Facebook for real-time data on your ad campaigns, in addition to the monthly reporting feature.<h4>Strategic Account Manager</h4>Most tech platforms stop there. We didn’t. We integrated humans back into the process. Why? Business development is tough, and we want to make sure you have someone to help you identify your goals and create action plans to solve them. From here, we build momentum by sharing your story across the web so the right people can find your “why you/why now,” learn about your brand and take action.<h2>The Buzz Factory Is a System, Not a Campaign</h2>The Buzz Factory Process isn’t a one-time campaign. It’s a system designed to consistently attract, engage and convert the right audience over time. By combining content, amplification and data, Mainland creates a repeatable way to grow. Brands that follow this approach generate more than just leads; they build momentum.To learn more about working with Mainland, visit&nbsp;<a href="https://hellomainland.com/.">https://hellomainland.com/.</a>&nbsp;

Mainland’s five-step process replaces outdated blanket marketing with a targeted, data-driven system that attracts, educates and converts the right franchise candidates.

The Buzz Factory Blueprint: How Mainland Amplifies Brand Narratives By Leaving Traditional Blanket Marketing Behind

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Most franchise brands are still treating artificial intelligence like a side topic, which is a mistake. AI is already shaping how franchise candidates discover and evaluate brands. Whether franchisors are actively participating or not, AI is beginning to shape the narrative around them. That means brands that fail to create the right content and signals now risk being left out of the conversation entirely.The good news is that this is still an early window. Brands do not need to outspend everyone else. They need a better plan.“AI is creating your narrative now, whether you are contributing or entering the room or the arena or not,”&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a>, chief strategy officer at&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a>, said in a recent&nbsp;<a href="https://www.youtube.com/watch?v=ioHyPcKWkLo">podcast</a>. “So you need to understand what it’s saying about you.”<h2>Start by Seeing What AI Already Says About Your Brand</h2>Before creating anything new, franchisors need to understand their current position. Ask AI the same kinds of questions a candidate would ask. That means prompts such as:<ul><li>Is this the right franchise for me?</li><li>What are the pros and cons of owning this brand?</li><li>What are the risks?</li><li>What are the blind spots?</li><li>How does this brand compare to others in the category?</li></ul>This gives franchisors a starting point. It shows what story is already being told, where the gaps are and how difficult it may be to reshape that perception.“You’re not gonna be able to change it overnight,” Powills said. “But now you guys are building a game plan to enter the arena in the narrative.”<h2>Fix the Foundational Elements on Your Website First</h2>Many brands jump straight to more content without fixing the basics. But the first priority should be simple, foundational website updates that help AI understand the brand. That starts with an AI-ready anchor statement in the footer and on key pages.&nbsp;“If you're just getting started, what is the one foundational page you're going to create on your website that AI is going to use as authoritative and feed that story?” said&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a>, CEO of&nbsp;<a href="https://1851franchise.com/goodspark/info">GoodSpark</a>. “So if I were a franchisor and I'm just getting started, let's create that AI-driven narrative page: what the brand is, when it was founded, who it serves, what makes it unique, why it's a compelling opportunity and then facts all related to the franchise.”&nbsp;Some franchise brands may have a decent sales pitch, but they have not framed their opportunity in a way that helps AI compare them to other concepts, which is very different from how a human evaluates. A human buyer may respond to brand purpose, emotion and transformation, but AI reads that story differently.“AI is going to be very linear. It’s going to look at category, intent, buyer, fit and outcome signals,” Internicola said.&nbsp;In practice, that means franchisors need content that answers questions such as:<ul><li>What category does this brand fit into?</li><li>Who is the ideal franchisee?</li><li>What problems does the business solve?</li><li>What are the alternatives?</li><li>Why is this opportunity stronger than other franchise paths a buyer may be considering?</li></ul>If the brand does not provide those answers, AI will fill in the blanks from whatever it can find.<h2>Stop Relying on Generic AI Content</h2>According to Internicola, there’s a sharp line between strategic AI use and lazy AI use.&nbsp;“What I’m seeing right now is that AI is giving brands immense tools to deploy if they use it the right way,” he said. “The wrong way is creating generic AI content, being lazy and flooding websites and web pages with AI content. I think that's sort of like a killing field. We're going to group everyone in this bucket of AI, and from a visibility standpoint and a marketing standpoint, they're going to get hurt there.”&nbsp;That kind of content may create volume, but it does not create authority. And over time, it can make a brand less credible, not more. Content needs to be thoughtful, specific and tied to real buyer questions.That means brands should publish thoughtful material around subjects candidates are actually trying to understand, including category education, alternative business models, growth challenges and signs of success.“What does success look like for home service franchisees or for restaurant franchisees or QSR franchisees? Because now that's not an article that's specific to your brand. That's industrywide,” Internicola said. “If someone's seeking another brand or evaluating whether it's profitable to own a restaurant, if you're giving that industry information, your brand's going to come into the story.”&nbsp;<h2>Use Video, But Do Not Stop at Video</h2>Video still matters, especially when it captures genuine, unscripted language. But video works better when it is paired with text, structured context and clear distribution. AI picks up genuine remarks made in conversation and uses them to understand the brand.“That's why brand story at the foundational level — who you are, why you, why now, how you help franchisees — that all needs to be there and genuine, and then you build the story around it, and then you optimize it for AI,” Internicola said.&nbsp;<h2>Put Your Content to Work After You Publish It</h2>Publishing alone is not enough without distribution across LinkedIn, YouTube, drip campaigns and internal sharing.“Now I need to make sure it's not trees falling in the woods,” Powills said. “You take a piece of content, you put it to work. It's not necessarily about where you tell [your story]. It's about how you tell it. Is it in-depth? Is it exciting? And then secondly, how do you distribute it and create some noise around it?”<h2>Focus on Consistency, Depth and Credibility</h2>Volume alone will not win, but neither will one or two isolated thought pieces. Brands need consistency, depth and repetition around the right topics.“And then also validation through third-party sources, where AI sees repetition of what's being put out there,” Internicola said. “I think the biggest problem is brands and businesses that put it on autopilot. They're mass generating content. They're not going to get the results because they're not correlating the brand messaging the right way.”AI may still be changing in real time, but it’s already clear that brands that are not shaping their own story are leaving that job to everyone else. And in franchise development, that is a dangerous place to be.Watch the full podcast&nbsp;<a href="https://www.youtube.com/watch?v=ioHyPcKWkLo">here</a>.For more information on GoodSpark and its services for developing franchises, visit&nbsp;<a href="https://www.goodsparkfranchise.com/.">https://www.goodsparkfranchise.com/.</a>&nbsp;

Franchisors that want to stay competitive need a clearer AI content strategy, stronger brand positioning and content that helps candidates evaluate the opportunity.

Why Franchise Brands Are Becoming Invisible in AI Search and What to Do About It

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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