1851

In his remarkable career in franchising, <a href="http://jimamosblog.com/bio/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow">Jim Amos</a> has been many things: past chairman of the <a href="http://www.franchise.org/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow" target="_blank">International Franchise Association</a>, chief executive of <a href="http://www.mbe.com/pages/home.aspx?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow" target="_blank">Mail Boxes Etc.</a> (now the <a href="http://www.theupsstorefranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow" target="_blank">UPS Stor</a>e), and chief executive of <a href="http://www.tastidlite.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow" target="_blank">Tasti D-Lite</a>. But for even longer, ever since his two tours in the Vietnam War, Amos has been a Marine.

Veterans like Amos live by the phrase “there are no former Marines,” he said, because the leadership values instilled by the service continually benefit people as they transition to careers after the military.

“I suspect there are very few things I could hearken back to that had a greater impact on my life and career than my training in the United States Marine Corps,” Amos said. “There unquestionably are foundational qualities of leadership from my training and two tours in Vietnam that taught me principles that I’ve used my entire life.”

After receiving 12 decorations in Vietnam, including a Purple Heart, Amos returned to the United States for his career in business. Today he is a tireless advocate for integrating military veterans into the business community, through the IFA’s VetFran program and the many other organizations looking to support the military community. The franchise industry in particular has made great strides toward that goal, but the entire private sector could and should do more, Amos said.

He spoke with 1851 Magazine about <a href="http://jimamosblog.com/featured/how-we-can-help-veterans-charities-do-more-to-help-troops/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=amos-leadership-is-about-serving-followers-918" target="_blank" rel="nofollow">his ideas for better coordinating services for returning service members</a>, and why those veterans have even more to offer the economy than business leaders know.

What experiences from your career as a Marine had the greatest impact on your career in franchising?

What you learn about leadership in the Corps is that effective leaders serve. You learn quickly that, even if you’re wearing the shoulder boards [denoting rank], people still choose to follow you even if they’re put in the position of a lower rank where they must follow you. In business, I could buy talent, discipline or a person to put into some part of the company, but what I was seeking was somebody’s energy based on the part of an associate who wanted to be where they were and felt like a part of something special. Would they invest discretionary energy because they believed in the mission and in the leader?

In my very early years of Marine Corps training, I learned that as a leader you never eat first, you eat last; you never ask a Marine to do something you wouldn’t do yourself; and you always dig your own foxhole. What that represents is you put your team’s welfare in front of your own. You can’t deceive followers for very long, because they understand the heart and intent of your desire to serve them or not serve them. People are looking for authenticity and want to know who you really are, even if they don’t agree with what you’re saying.

In all your advocacy for VetFran and other programs, what are the qualities of service members that you point out as most beneficial to the franchise industry?

When you look at the allocation of resources in business, the one asset many corporations and venture-capital firms and banks and others haven’t understood is the human capital. Private equity is starting to understand that you can’t financial-engineer your way to success; you need an operator who can bring success, and you have to do that by finding great people.

These men and women come to the table with security clearances and training that others don’t have, they’ve displayed a character that’s higher than others, they understand the chain of command, and they have dedication and a get-it-done mentality. By the nature of where they come from, they display a diversity most companies want and don’t already have. Why wouldn’t I want somebody coming to me at 25 years old directly from a place where they’ve just managed a greater budget and group of people than anywhere else in the marketplace?

Helping these people succeed is just a function of educating businesses and other leaders in the marketplace, to some extent.

What more should the business community be doing for the veteran community?

Franchising, through VetFran and other programs, has done more than most other parts of the private sector, but the needs of these people are monumental. There are approximately 23 million veterans in the country, and 3.7 million are under the age of 39. Another 1.5 million people are on active duty, and 1.2 million are in the National Guard or the reserves. Think about those numbers, then double it because of spouses, and then add the fact that there are 2 million children in these families under the age of 12.

These are people coming home into a market already difficult for jobs. When my dad went to World War II, he went for the duration. I went to Vietnam for 13-month tours. These people go for six-month cycles for four or five deployments, which completely upends their families and careers. We owe them a great deal. What more can we do? The education piece about their capabilities is important.

Over the past 30 years, there are about 1,000 organizations around the country trying to assist veterans, but they’re duplicating efforts, and whether they’re nonprofit or for-profit, they have funding problems. We need a private-public partnership so that both sectors are doing their part with the goal to meet the needs of young men and women repatriating into our society. In my opinion, we need a clearinghouse that’s essentially a one-stop shop, so that a veteran could come out of whatever branch, press one button, and get all the answers he or she needs, whether it’s counseling, health benefits or job assistance. We’ve hired more than 170,000 returning veterans and more than 6,000 Wounded Warriors since the start of VetFran, which is something to be proud of, but it’s not enough.

1851 Franchise

In his remarkable career in franchising, Jim Amos has been many things: past chairman of the International Franchise Association, chief executive of Mail Boxes Etc. (now the UPS Store), and chief executive of Tasti D-Lite. But for even longer, ever since his two tours in the Vietnam War, Amos has be.....

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Amos: Leadership is about serving followers

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Comfort Keepers

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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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For more than 15 years,&nbsp;<a href="https://hellomainland.com/">Mainland</a> has secured coverage for brands on FOX, NBC, CBS and ABC, as well as placements in local outlets such as&nbsp;<a href="https://www.noozhawk.com/">Noozhawk</a> in Santa Maria, California, or&nbsp;<a href="https://tbbwmag.com/">Tampa Bay Business &amp; Wealth</a>. With hundreds of PR placements each year, there must be some secret sauce to their stories — a possible angle that is irresistible to a producer who doesn’t seem interested in anything you have to offer. A secret phrase that unlocks doors and turns on TVs in your target market.&nbsp;What if we told you the answer was simple?<h3>Let’s Do an Experiment</h3>Imagine a franchise brand is opening its doors in your city, and you see this headline on Facebook:&nbsp; National Fitness Franchise Announces Expansion Into Downtown With Three New Territories Signed.If you were a news producer, that headline might not inspire much beyond construction and, maybe, a grand opening months down the line. By the time the scissors are ready to cut, you’ve moved on.&nbsp;Now try this:&nbsp; After a Career-Ending Injury, Former Ohio Track Athlete Is Bringing National Fitness Franchise to Combat the City’s Post-Pandemic Health Crisis.See the difference? Maybe images of a former athlete jumping a hurdle spring to mind, or an in-studio demonstration. Suddenly, there’s an opportunity to highlight statistics around an important, timely health issue that the brand is working to address.&nbsp;Framing matters. People matter — more than brands think. This isn’t just a happy accident of copywriting. It’s a calculated editorial strategy that is heavily implemented at Mainland to land placements and media buys.<a href="https://www.linkedin.com/in/morgan-wood1/">Morgan Wood</a>, content manager at Mainland, has personally published more than 2,000 articles for&nbsp;<a href="http://1851franchise.com">1851Franchise.com</a>. She is the exclusive writer for record-breaking brands like&nbsp;<a href="https://1851franchise.com/layneschickenfingers">Layne's Soon To Be Famous™ Chicken Fingers</a> and&nbsp;<a href="https://1851franchise.com/parisbaguette">Paris Baguette</a>.&nbsp;&nbsp;To understand how to consistently find the "human hero" in brand stories and start winning at PR, 1851 Franchise sat down with Wood to get some recommendations.1851 Franchise:&nbsp;How do you approach writing and telling someone's story?Morgan Wood: I've always been a “why person.” You know those little kids that ask a question, and you answer, and they say, “But why? But why? But why?” That was always me as a kid. I think I have a natural curiosity for everything, and I really think that everybody has an interesting story. It's just a matter of getting to it.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.”&nbsp;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.1851:&nbsp;What do you think about Mainland’s “Brands don’t sell brands, people do” method?Wood:&nbsp;When I'm browsing, I'm going to click on stuff that I feel like I relate to or something that is a human interest story.In franchising, people often think, “I'd love to do that, but I don't know if I can,” or “Somebody else can do it, but I just can't.”&nbsp;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. 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.I think that can draw people in more effectively than “This restaurant is growing!” or “This business is opening!” ever could.1851: How do you tell your writers to find the human hero in the story?Wood:&nbsp;We have talked a lot about continuing to ask the questions. Again, everyone has a story. We just have to get to it. I've said countless times, “Just keep asking. There has to be something. Think outside the box. Get curious on these calls with the franchisee, and really think about what is special about this person.”&nbsp;One of our questions for franchisee feature interviews is “What do you want me to know about you?” That opens it up. Regardless of your business or what you did before you bought a franchise, what do you want me to know about you?Being able to do that and dig deeper, even when there may not be an immediate connection between this story and their franchise journey, is really valuable. There have been times when it “clicks” later, and the writer realizes, “Oh, that's why they're the hero!”1851: Headlines and images are the first two things that people see. Are there any tricks in your bag when it comes to headlines and imagery to get picked up?Wood: Specifically in headlines, we want to talk about the human hero, but we don't necessarily want to say their name. We want to say who they are.&nbsp;More people are going to search for things like “veteran franchisee” or “moms in franchising”&nbsp; rather than a name that they’ve never heard before.It also has to be interesting, but you can't give everything away in the headline.&nbsp;And then with the image, just as much as possible, get a picture of a real person. It’s as simple as having something that people care about, and something that will catch a reader’s eye. If we’re talking about a person, we don’t want a stock image that someone will scroll right past.1851: Do you have any advice that you would give brands looking to get started right away?Wood: I think many in the franchise space have heard of the franchise horror stories: “I pay my franchise fee and the franchisor disappears,” or “I'm just a store number to them, I'm not a person.”One of our clients often says that, to be a franchisor, you need to understand what the franchisee is going through. When someone at the franchisor gets home from work, their family will ask, “How was work?” When a franchisee gets home, their family is asking, “How were sales today?” or “How was traffic?” These are franchise units, but they often represent the investment of someone’s life savings and a manifestation of so many hopes and dreams for the future. We can’t lose sight of that.&nbsp;No matter how big the brand gets or how fast they're growing, franchisors need to remember that these are real people with real backgrounds. Many have real families that this is supporting, and they've invested so much into this business. They’re building something in their communities and trying to make the most of the opportunity.They can’t just be viewed as “the person that's going to help me get a PR win.” They're still people. When you start from a place of humanity, the rest comes more naturally.Growing and selling franchises is difficult. Want to learn more about how Mainland helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://hellomainland.com/">https://hellomainland.com/</a>&nbsp;and see what we can do for you.

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How To Craft PR Stories That Connect: How Mainland Focuses On The Human Hero Of A Story

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Many entrepreneurs start with a proven business and a hope that, once they begin franchising, growth will naturally follow. But moving from founder to franchisor requires more than demand. It requires clarity of purpose, honest positioning and a deep understanding of what it truly means to be responsible for other people’s livelihoods.<a href="https://www.linkedin.com/in/kristenchristian/">Kristen Christian</a>, founder of&nbsp;<a href="https://beeorganized.com/pages/franchise-opportunities">Bee Organized</a>, believes that franchising starts with a gut check around mission, purpose and obligation.“We’re very clear about it here,” Christian told&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a> CEO&nbsp;<a href="https://www.linkedin.com/in/charles-internicola">Charles Internicola</a> in a recent episode of the&nbsp;<a href="https://www.youtube.com/watch?v=7jr_McWgEO8">“Building a Franchise Brand”</a> podcast. “When we’re talking about our mission for our ultimate consumer, it is basically helping people live better lives through organization. And then over here on the franchising side, really our mission is to help people build the business of their dreams to be happy and profitable.”In many cases, it’s this type of clarity — and willingness to define what a brand truly stands for — that separates short-term franchise growth from long-term franchise success. Here’s a blueprint for founders looking to build a franchise brand with real staying power:<h2>Define the Mission on Both Sides of the Business</h2>In the early days, it was easy for a founder to focus almost exclusively on product, service and operations. But franchising forces founders to zoom out and define why the business exists in the first place.Christian explains that Bee Organized operates with two simple but powerful missions: one for the end customer and one for the franchise owner.“That drives us and is kind of our litmus test of how we make decisions,” she said.For founders, this means clearly answering two questions:<ul><li>Who does your business serve, and how does it improve their life?</li><li>What does success look like for the people who will own your franchise?</li></ul>Without clear answers, it becomes difficult to build alignment across marketing, training, support and culture.<h2>Own Your Position in a Crowded Market</h2>“There’s a lot of noise out there,” Christian said. “We’ve got to know where we are in that lineup and really kind of stand up and own who we are.”Bee Organized positions itself as a home-based, lower-startup, lower-overhead service business that can begin as supplemental income and grow into replacement income. It is also unapologetically mission-driven and relationship-focused.Strong positioning is not about appealing to everyone. It is about clearly stating who the opportunity is for — and who it is not for.When founders try to stretch their positioning to capture every type of candidate, they often attract the wrong people. Honest positioning creates healthier expectations and stronger long-term alignment.<h2>Design a Scalable Model Without Selling an “Easy Button”</h2>Christian is direct about what Bee Organized is not: “If somebody is wanting the easy button, if somebody is wanting to replace a six-figure income right away, that’s not this,” she said.Early-stage franchise owners must be willing to roll up their sleeves, wear multiple hats and be deeply involved in building the business. Over time, the model can scale, but only if owners are willing to put in the work upfront.Founders do their brands a disservice when they oversell speed or simplicity. A scalable model still requires effort, patience and engagement. Saying that out loud protects both the system and the candidate.<h2>Treat Royalties as a Responsibility, Not Just a Revenue Stream</h2>Christian uses a race car analogy to explain the franchisor-franchisee relationship. “We give them the keys to that race car. That’s the franchise fee,” she said. “The royalty is us being their pit crew.”The pit crew is there to change tires, fix problems and help the car perform better. In franchising, that means providing ongoing support, training, tools and improvements.Royalties represent an obligation to over-deliver, not simply collect. The goal is for franchisees to know they are not alone and that the franchisor is invested in helping them reach their goals.<h2>Build a Relationship-First Growth Engine</h2>Without a brick-and-mortar location, service-based franchises rely heavily on local relationships. “You really have to go out and want to be the mayor of your marketplace,” Christian said.That means getting involved in the community, building referral partnerships and consistently putting yourself in front of potential clients and partners. Christian even encourages new franchisees to prioritize relationship-building in their first year.If a franchisee says business is slow, her first question is simple: how is your local marketing?Founders must bake this expectation into their model. Growth in service franchises is driven as much by human connection as it is by digital marketing.Founders-turned-franchisors are never truly finished building their system. Whether a brand has two locations or fifty, the work requires constant refinement, honest self-assessment and a commitment to putting the health of the system ahead of short-term sales.When franchising begins with mission, clear positioning and real responsibility, brands give themselves the best chance to create businesses that truly change lives.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=7jr_McWgEO8">YouTube</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>.

What It Really Means to Build a Franchise System  

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Walk the floor at any franchise conference and you’ll see the same playbook: glossy booths, bold growth claims and sales teams hoping to catch a multi-unit operator in a good mood. The problem isn’t effort. It’s targeting. Most serious multi-unit operators aren’t wandering the expo hall hoping to be surprised by a new concept. They’re watching from a distance, looking for signals that a brand is already producing repeatable outcomes.If you want to understand how brands create those signals, join me at&nbsp;<a href="https://www.youtube.com/playlist?list=PLYoYh1wSeGsT6GH4f7iR6GWMvRI8Pd2J3">Coffee &amp; Analytics</a> at 11 a.m. CST, Friday, March 20 (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).&nbsp;Because the brands that win with multi-unit operators don’t chase them down — they give them a reason to lean in, and it all comes down to one thing: momentum.Not marketing. Not lead generation. Not a franchise portal listing.Momentum.When you have momentum, what happens next? Here’s how multi-unit franchisees actually think.I’ve sat across from some of the most sophisticated franchise operators in the country. The questions they ask are simple — and brutal:<ul><li>Is leadership credible?</li><li>Is there a vision?&nbsp;</li><li>Is this brand meaningfully different?</li><li>Does the investment produce real wealth?</li><li>Is the growth strategy intentional?</li><li>Are existing franchisees reinvesting?</li></ul>Notice what’s missing from that list. They’re not asking how many leads you generate, how pretty your franchise deck looks or how big your booth is.They’re evaluating whether your brand deserves their capital. Your website, your PR, your content and your industry presence should answer those questions before you ever meet them. Most brands fail here.<h2>The ROI Truth Nobody Says Publicly</h2>Serious franchisees are capital allocators. If they extract all available cash flow, they want to recover their investment in about three years.If it takes longer, they categorize the brand as lifestyle, not scalable.Many franchisors struggle to attract multi-unit buyers because they designed a franchise, but not an investment vehicle. Multi-unit operators don’t buy concepts; they buy compounding opportunities.<h2>You Are Not Selling Franchises</h2>This is the mindset shift that separates breakout brands from stalled ones. You are not selling franchises. You are building a machine that opens profitable units repeatedly.Franchise fees don’t create enterprise value. Open locations do. Healthy unit economics do. Operators expanding inside your system do.Brands that go from 20 units to 200 understand one thing: One great franchisee is worth millions in lifetime system value.The goal is not more deals. The goal is better operators who keep building.<h2>The Broker Conversation Franchisors Avoid</h2>Brokers have a role,&nbsp; but you need to understand the math. Most broker models favor large territories and multipacks because commissions scale.Here’s the unintended consequence: You accidentally drain the franchisee’s growth capital before they ever open location two. Then development slows, validation weakens and future multi-unit buyers walk away.You didn’t fail at sales. You weakened your future pipeline.Smart franchisors protect franchisee capitalization like investors protect cash reserves.<h2>So, Should You Go to the Multi-Unit Conference?</h2>Yes, but not for the reason you think. You are not there to sell. You are there to signal legitimacy.If I ran your booth, I’d do five things:<ol><li>Book relationship meetings before the show starts.&nbsp;Do not rely on walk-up selling.</li><li>Ask operators for advice.&nbsp;Nothing builds credibility faster.</li><li>Lead with your unfair advantage.&nbsp;If someone walks past your booth, could they explain your brand in five seconds?</li><li>Engineer follow-up momentum.&nbsp;Webinars, content and visibility should be planned before you arrive.</li><li>Bring franchisees, not executives.&nbsp;Operators close operators.</li></ol><h2>The Hard Truth Most Brands Need to Hear</h2>If multi-unit franchisees are not engaging your brand today, it is rarely an economics problem first. It is usually a signal problem.You haven’t yet shown the market predictable success, scalable economics, leadership clarity or industry momentum.Multi-unit buyers don’t gamble. They invest where confidence already exists.Winning brands understand a simple reality: You don’t chase multi-unit franchisees. You build a system they start researching before you ever meet them.That happens when three things align:<ul><li>Business Model: a clear path to wealth creation</li><li>Drumbeat:&nbsp;constant industry visibility</li><li>Expectations:&nbsp;transparent outcomes</li></ul>When those align, something interesting happens. You stop pitching, and sophisticated operators start calling you.If you’re reading this and thinking, “We’re not there yet,” good. That’s the moment real franchise growth begins.Join me at Coffee &amp; Analytics at 11 a.m. CST (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).We’re going to talk about how franchise brands move from selling franchises to becoming platform brands multi-unit operators compete to join. Because the next generation of franchise winners won’t be the loudest brands. They’ll be the brands that built momentum before everyone else realized what was happening.

image of coffee and analytics with nick powills explaining multi-unit franchisees

Stop Chasing Multi-Unit Operators. They Aren’t Looking for You

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AI is transforming nearly everything: how we accomplish tasks, how we vent, how we learn, and how we solve problems. But one of the most underestimated shifts is how franchise candidates discover, evaluate, and ultimately choose a franchise opportunity.<h2>The Uncomfortable Truth:</h2>If you — and your brand — are not controlling the narrative, the narrative will control you.In the “olden days” (pre-2015), franchise candidates had limited ways to find opportunities. They went to franchise portals. They attended franchise expos. They read industry media. That exposure introduced brands — and then candidates were largely on their own.My gut says candidates actually moved faster back then. Not because they were more sophisticated — but because they weren’t.<ul><li>Most didn’t know how to read an FDD.</li><li>They didn’t know how to properly compare brands.</li><li>They didn’t understand the depth, incentives, or mechanics of the broker network.</li></ul>So decisions happened with less friction, fewer inputs, and far less “analysis paralysis.”<h2>Then Came the Brokers (and the Blur)</h2>Franchise brokerages already existed — FranNet, FranChoice, and others were doing solid work. They had a steady flow of candidates who needed coaching, structure, and an extra push to get over the finish line.Then the model exploded.Independent brokers entered the market — and many of them were built to sell. Candidates were told they were “coached for free” and that brokers had placed thousands of franchisees.What often wasn’t clearly disclosed was how brokers get paid — and how that compensation can shape recommendations. (Unlike real estate, where commissions are universally understood.)This added another layer of opacity to an already complex decision.<h2>And Now Comes AI (Everything Changes)</h2>AI is about to force a level of transparency the industry hasn’t fully reckoned with yet — legally, operationally, and culturally.The smarter AI gets, the more it will help candidates ask (and answer) questions like:<ul><li>What are the best home service franchises under $100,000?</li><li>Which franchises are actually the most profitable?</li><li>Which ones require the least day-to-day involvement?</li><li>Which brands have availability in my specific market?</li><li>Which franchises have the highest AUVs — and why?</li><li>Who are their real competitors?</li><li>What questions should I ask the franchisor?</li><li>Based on my personality traits, should I buy this franchise?</li></ul>And here’s the part that should make every franchisor pause.<ul><li>AI doesn’t get a commission.</li><li>It doesn’t care who pays whom.</li><li>It doesn’t benefit from steering candidates one way or another.</li><li>Its job is to cut through the BS.</li></ul><h2>So Where Does That Leave Your Brand?</h2>This is the moment where the spotlight turns back on you. Are you doing the basics?<ul><li>Are you clearly answering these questions anywhere?</li><li>Do you have structured, searchable FAQs?</li><li>Is your content actually readable and understandable by AI?</li><li>Are you shaping the answers — or letting others shape them for you?</li></ul>Because whether you like it or not, candidates are already asking AI these questions. The only question is whether your brand shows up in the answers.Follow <a href="https://www.youtube.com/@1851Franchise">1851 Franchise on Youtube</a> to be the first to know about new episodes of Coffee &amp; Analytics with Nick Powills.&nbsp;

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid 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? A Guide for Prospective Franchise Owners

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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Family has always been the center of life for&nbsp;<a href="https://1851franchise.com/caringtransitions/local-siblings-launch-caring-transitions-of-somerset-county-to-build-legacy-and-serve-seniors-with-compassion-2730564">Ashley and Tarik “Sal” Seawright</a>, siblings and co-owners of&nbsp;<a href="https://www.caringtransitionsfranchise.com/">Caring Transitions</a> of Somerset County, New Jersey, which opened in September 2025. For this brother-sister duo — who come from a family of 13 siblings — launching their own business wasn’t just a professional milestone, but a continuation of their family’s legacy of care, connection and service. After years of building successful careers outside of the senior care industry, both Ashley and Sal recognized a deeper call to service. For Ashley, this meant leveraging her extensive experience in corporate organization and management to find a purpose-driven venture.“In all of my experiences, I’ve focused on moving forward and on family,” Ashley said. “But I needed to find something that would allow me to run it on my own and give back. Making a daily impact was missing for me.”<h2>When Family Timing Meets the Right Opportunity</h2>For Ashley, family has always guided her path. “The main thing for us is always legacy and family,” she said. “That is really how we’ve lived our whole lives. There are 13 of us in our immediate family, and that’s why family has been at the forefront.”After 20 years in corporate America, working in office and event management roles — including time at the Food Network — Ashley was ready for a new challenge.&nbsp;Sal, meanwhile, had spent nearly a decade running his own moving business. His introduction to&nbsp;<a href="https://1851franchise.com/caringtransitions/info">Caring Transitions</a> came by chance. “I met an owner of Caring Transitions who hired me to do some moving for him,” he said. “He later told me I already had the crew, the skills and the reliable service — I understood what it would take to do this type of work.”That experience stuck with him. “My father always had a dream of us opening a business together,” Sal said. “Knowing this business and knowing the ins and outs, I knew it would be hard to handle all of it myself. Ashley seemed like the best person professionally and the best person to bring in on this endeavor.”<h2>Why Caring Transitions?</h2>With Sal’s operational experience and Ashley’s organizational and management background, Caring Transitions — a franchise focused on senior relocation, downsizing and estate sales — was a perfect fit.“The market was a big selling point,” Sal said. “I already had a lot of clients in 55-and-older communities. It takes a particular skill to do that work with compassion and care. We grew up around older family members, so we understand that generation and the patience it requires. There’s a lack of compassion in this field, and we knew we could bring that human touch.”Ashley agrees, noting that&nbsp;<a href="https://1851franchise.com/caringtransitions/10-reasons-why-caring-transitions-stands-out-among-other-franchises-2727831">Caring Transitions felt different from the start</a>. “It’s important to live the brand,” she said. “Everyone we met was so passionate about what they do. Caring Transitions stood out more than any other franchise — especially since Sal already had the experience. The support you get from corporate is unprecedented. They really want you to have the tools to succeed.”Together, they’ve divided their responsibilities based on their strengths. “I’m the COO and she’s the CFO,” Sal said. “I handle operations, moving and customer service. Ashley ensures everything is paid and invoiced correctly, and she’ll be leading our estate sales.”&nbsp;“I’m handling the behind-the-scenes work, connecting with leads and doing consultations,” Ashley said. “I love talking with people, and I’m looking forward to expanding that aspect with the brand.”<h2>Building a Business and a Legacy</h2>The Seawrights’ vision&nbsp;<a href="https://1851franchise.com/mastering-multi-unit-franchise-ownership-2725555">goes beyond a single franchise</a> — it’s about growth, sustainability and impact. “By this time next year, we’re looking at having five franchises,” Sal said. “We’re hoping to add two more by the end of next year. The goal is to make it as big as possible.”Ashley emphasizes that their growth ambitions are rooted in legacy and community. “We want to expand our legacy as a family with Caring Transitions,” she said. “We can work together and work for our family. We want to make sure we have the right systems and support in place for our employees — they’re good at what they do, and we want to give them every tool they need.”<h2>Lessons in Family and Franchising</h2>While many people warn against going into business with family, Ashley and Sal have a different perspective. “When people say don’t go into business with family, it’s because they can’t separate the business from the personal,” Sal said.“Don’t go into business with your family unless you’re clear on your goals,” Ashley said. “You have to understand each other’s strengths. Sal has the operational skill set, and he’s also aware of what he needed to add — my skills. Siblings know what the other is good at. It’s about cultivating your talent and delegating it out. It’s not always smooth sailing, but we trust each other’s judgment. For families in franchising, you need candor, trust, and a shared goal. Who can you trust if you can’t trust your family?”

Why Two Siblings Saw a Growing Need for Compassionate Senior Support — and Chose Caring Transitions to Build Their Family Legacy

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Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

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