After more than 25 years in business, Busy Bee Jumpers has learned that growth does not always come from offering more. Instead, founder Sal Longo found that simplifying the company’s product mix helped create a more efficient operation that could handle greater volume and ultimately be replicated through franchising.
“We started the business with simple bounce houses and water slides, and we realized our margins started to increase dramatically when we got back to focusing on those products,” Longo said. “It also helped lower our insurance costs and created efficiencies that flowed to the bottom line. That really led us down the path toward franchising and scaling the business.”
Busy Bee’s corporate operation has nearly tripled its revenue since simplifying the business model. Now, the company is using what it learned from its corporate operation to help its first franchisees establish themselves and pursue additional growth.
Busy Bee supports franchisees with a digital marketing strategy designed to put the brand in front of families searching for entertainment and event rentals. The company places a strong emphasis on Meta while also using Google advertising to generate awareness and leads.
That digital presence gives franchisees a way to reach Busy Bee’s core customer base: families with children ages 2 to 12. Longo said the model works particularly well in densely populated communities where franchisees can serve numerous schools, municipalities, organizations and families within a manageable service area.
“We have a very strong digital platform,” Longo said. “We are heavy on Meta and do Google ads, but you can never replace getting boots on the ground and becoming a champion of the community.”
Digital marketing can introduce Busy Bee to potential customers, but Longo believes franchisees build lasting growth by personally building on that awareness. That means getting outside the business, meeting customers, and building relationships with the people who plan local events.
For example, second-year franchisee Brady Ravenelle has used local partnerships to strengthen Busy Bee’s presence in Central Massachusetts and build connections with the families the business serves.
"We recently partnered with an auto body shop that bought one of the old dealerships in Dudley, where I grew up," Ravenelle said. "We hosted a free community event with a huge obstacle course and about 10 or 12 inflatables. It was really rewarding because all the kids from town came out. That was one of those moments where it felt like I was giving something back to the community where I grew up."
A large community event can generate business well beyond the event itself. Parents who encounter Busy Bee at a town celebration or school function may later need rentals for birthday parties, backyard barbecues, graduations or other gatherings.
“By us doing a big town event or working with the police departments, that then leads to a ton of work for us,” Longo said. “It allows us to become a household name.”
Busy Bee also uses its in-house safety program in those conversations. Longo said educating local decision-makers about how the company operates and prioritizes safety has helped franchisees distinguish themselves from other rental providers.
That emphasis on personal relationships is one reason Busy Bee looks for owner-operators rather than passive investors. Longo wants franchisees who are comfortable meeting customers, attending events and becoming visible representatives of the business.
Once franchisees establish a customer base, Busy Bee’s streamlined product lineup can make it easier to increase volume without introducing unnecessary complexity. That was not always the case. Over the years, Busy Bee experimented with products ranging from mechanical bulls and movie screens to ice cream trucks. Although those offerings created additional revenue opportunities, Longo said they stretched the company’s resources and required specialized employee knowledge.
The company eventually returned its attention to the products that had formed the foundation of the business. Employees could be trained more consistently, inventory became easier to manage and Busy Bee could take on more events using the same core equipment categories.
“We can deal with much more volume because our system is so streamlined and the staff knows how to handle everything,” Longo said. “The simpler the business model became, the easier it was for us to replicate.”
That scalability is already influencing how Busy Bee thinks about franchise territories. Longo said the company may benefit from starting with two or three territories when the market and investment make sense. A larger service area can give an owner more room to build relationships, generate leads and expand without quickly running into geographic limitations.
"We've seen a lot of great growth in our second year," Ravenelle said. “We've been able to handle it professionally without things becoming too chaotic. We're growing at the right pace, and there's still a lot of opportunity ahead.”
The early results have also helped shape Busy Bee’s expansion strategy. The brand’s first franchisees are already servicing customers into New Hampshire and Maine, and Busy Bee sees opportunities to continue growing throughout New England, including Massachusetts, Connecticut and Rhode Island.
Rather than jumping into disconnected markets, Longo wants the company to expand in concentric circles around its existing operations. That lets the franchisor stay close enough to provide hands-on support while continuing to refine its onboarding and operating systems.
“These markets are growing, and they are prime for us because of the number of young families moving into these areas. We’re already receiving a lot of calls to service them,” Longo said. “What’s unique about the Northeast is that we’ve prepared our franchisees to work hard during the spring, summer and fall, then use the winter to prepare for growth the following season.”
As Busy Bee continues to grow, Longo sees digital marketing, community involvement and a simplified operating model as the foundation franchisees can use to build their businesses. The goal is to become the company families and local organizations think of when they are planning their next event.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/busy-bee-jumpers.
Busy Bee Jumpers
SPONSORED
With a streamlined operating model, digital marketing support and a focus on local relationships, Busy Bee Jumpers gives franchisees a blueprint for building their business in their communities.
After more than 25 years in business, Busy Bee Jumpers has learned that growth does not always come from offering more. Instead, founder Sal Longo found that simplifying the company’s product mix helped create a more efficient operation that could handle greater volume and ultimately be replicated through franchising.
“We started the business with simple bounce houses and water slides, and we realized our margins started to increase dramatically when we got back to focusing on those products,” Longo said. “It also helped lower our insurance costs and created efficiencies that flowed to the bottom line. That really led us down the path toward franchising and scaling the business.”
Busy Bee’s corporate operation has nearly tripled its revenue since simplifying the business model. Now, the company is using what it learned from its corporate operation to help its first franchisees establish themselves and pursue additional growth.
Busy Bee supports franchisees with a digital marketing strategy designed to put the brand in front of families searching for entertainment and event rentals. The company places a strong emphasis on Meta while also using Google advertising to generate awareness and leads.
That digital presence gives franchisees a way to reach Busy Bee’s core customer base: families with children ages 2 to 12. Longo said the model works particularly well in densely populated communities where franchisees can serve numerous schools, municipalities, organizations and families within a manageable service area.
“We have a very strong digital platform,” Longo said. “We are heavy on Meta and do Google ads, but you can never replace getting boots on the ground and becoming a champion of the community.”
Digital marketing can introduce Busy Bee to potential customers, but Longo believes franchisees build lasting growth by personally building on that awareness. That means getting outside the business, meeting customers, and building relationships with the people who plan local events.
For example, second-year franchisee Brady Ravenelle has used local partnerships to strengthen Busy Bee’s presence in Central Massachusetts and build connections with the families the business serves.
"We recently partnered with an auto body shop that bought one of the old dealerships in Dudley, where I grew up," Ravenelle said. "We hosted a free community event with a huge obstacle course and about 10 or 12 inflatables. It was really rewarding because all the kids from town came out. That was one of those moments where it felt like I was giving something back to the community where I grew up."
A large community event can generate business well beyond the event itself. Parents who encounter Busy Bee at a town celebration or school function may later need rentals for birthday parties, backyard barbecues, graduations or other gatherings.
“By us doing a big town event or working with the police departments, that then leads to a ton of work for us,” Longo said. “It allows us to become a household name.”
Busy Bee also uses its in-house safety program in those conversations. Longo said educating local decision-makers about how the company operates and prioritizes safety has helped franchisees distinguish themselves from other rental providers.
That emphasis on personal relationships is one reason Busy Bee looks for owner-operators rather than passive investors. Longo wants franchisees who are comfortable meeting customers, attending events and becoming visible representatives of the business.
Once franchisees establish a customer base, Busy Bee’s streamlined product lineup can make it easier to increase volume without introducing unnecessary complexity. That was not always the case. Over the years, Busy Bee experimented with products ranging from mechanical bulls and movie screens to ice cream trucks. Although those offerings created additional revenue opportunities, Longo said they stretched the company’s resources and required specialized employee knowledge.
The company eventually returned its attention to the products that had formed the foundation of the business. Employees could be trained more consistently, inventory became easier to manage and Busy Bee could take on more events using the same core equipment categories.
“We can deal with much more volume because our system is so streamlined and the staff knows how to handle everything,” Longo said. “The simpler the business model became, the easier it was for us to replicate.”
That scalability is already influencing how Busy Bee thinks about franchise territories. Longo said the company may benefit from starting with two or three territories when the market and investment make sense. A larger service area can give an owner more room to build relationships, generate leads and expand without quickly running into geographic limitations.
"We've seen a lot of great growth in our second year," Ravenelle said. “We've been able to handle it professionally without things becoming too chaotic. We're growing at the right pace, and there's still a lot of opportunity ahead.”
The early results have also helped shape Busy Bee’s expansion strategy. The brand’s first franchisees are already servicing customers into New Hampshire and Maine, and Busy Bee sees opportunities to continue growing throughout New England, including Massachusetts, Connecticut and Rhode Island.
Rather than jumping into disconnected markets, Longo wants the company to expand in concentric circles around its existing operations. That lets the franchisor stay close enough to provide hands-on support while continuing to refine its onboarding and operating systems.
“These markets are growing, and they are prime for us because of the number of young families moving into these areas. We’re already receiving a lot of calls to service them,” Longo said. “What’s unique about the Northeast is that we’ve prepared our franchisees to work hard during the spring, summer and fall, then use the winter to prepare for growth the following season.”
As Busy Bee continues to grow, Longo sees digital marketing, community involvement and a simplified operating model as the foundation franchisees can use to build their businesses. The goal is to become the company families and local organizations think of when they are planning their next event.
To find out more information on costs to buy this franchise, please visit https://1851franchise.com/busy-bee-jumpers.
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