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Although the idea of “flexible work” has become essentially ubiquitous following the pandemic, the actual model has been around for quite a while, thanks in large part to&nbsp;<a href="https://www.iwgplc.com/en-gb/develop-a-location?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">International Workplace Group (IWG)</a> the 3,300-location flexible workspace global powerhouse founded in 1989. IWG is the parent of&nbsp;<a href="https://www.regus.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Regus</a>, a professional workplace brand;&nbsp;<a href="https://www.spacesworks.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Spaces</a>, a creative workplace brand;&nbsp;<a href="https://www.hq.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">HQ</a>, a hassle-free workplace brand; and Signature, a luxurious workspace brand.“Prior to the pandemic, we were living in an era where more and more people — workers and organizations — were moving towards flexibility,” said IWG CEO of the Americas&nbsp;<a href="https://ca.linkedin.com/in/wayne-berger-174a3a5?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Wayne Berger</a>. “Back in 2019, over 50% of the world’s workforce was working from somewhere other than a traditional office at least one to two days a week.”So, how much did COVID-19 actually accelerate this flexible work trend? According to IWG’s lead generation, quite a bit. The pandemic accelerated requests by 30%, offering 1.3 million requests annually.&nbsp;“When the pandemic first hit, the first questions building owners had were: How do we make sure air systems are clean? How do we make sure everyone is safe? That is still a critical requirement, but the conversation has shifted towards flexibility,” Berger said.Today, this mass adoption of flexibility has resulted in 88% of organizations instituting flexible working policies and 90% of workers demanding flexible models, Berger says. And that trend shows no signs of slowing down anytime soon.“Many people thought we were going to go back to the way we worked pre-pandemic,” said Berger. “But that isn’t true. People don’t want to waste time and money aimlessly commuting to an office, regardless of what they have to accomplish. People really value their time, both at work and outside of work. No one wants to go back.”Moving forward, organizations’ decisions are going to be based on three critical factors, Berger says: How they attract and retain employees, how they can focus on the environment and how they can become more dynamic.&nbsp;“Flexible working is better for people, better for profits and better for the planet,” Berger said. “People can work how they want to work, organizations can raise profit by rationalizing their commercial real estate portfolio and the planet benefits because cutting down on commutes is a very powerful way to reduce CO2 emissions and achieve sustainable goals.”But the pandemic didn’t just accelerate the hybrid trend for employees and employers. As a real estate investor or landlord, this complete shift is not something to ignore, Berger says. With employers embracing flexible models, the need for more traditional capital leases simply is not there and vacancy rates are increasing across the country.&nbsp;By partnering with IWG, the building owner can invest in their existing space to convert it to an IWG space. IWG’s best-in-class technology, networks and marketing allow it to promote the space three to five months prior to the expected opening date, yielding an immediate return on investment for the partner.“Suddenly, there is a real dramatic shift in how companies are looking at where they deploy their workforce and what working looks like every day, and in turn, savvy investors are finding ways to meet that demand and drive long-term returns,” said Berger. “Building owners can take a percentage of their portfolio, partner with IWG, invest capital to convert that space to a flexible workspace and start earning income from day one.”Learn more by watching the full&nbsp;<a href="https://www.youtube.com/watch?v=TAT-VQsqrq0&utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">webinar</a> between 1851 Franchise Publisher&nbsp;<a href="https://www.linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Nick Powills</a>, IWG Regional Director of Partnership Growth&nbsp;<a href="https://www.linkedin.com/in/ryansemler15?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Ryan Semler</a> and IWG CEO of the Americas&nbsp;<a href="https://ca.linkedin.com/in/wayne-berger-174a3a5?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">Wayne Berger</a>.For partnership opportunities, visit:&nbsp;<a href="https://www.iwgplc.com/en-gb/develop-a-location?utm_source=1851franchise.com&utm_medium=article&utm_campaign=did-covid-19-accelerate-the-workspace-shift-for-business-investors-2722275" target="_blank" rel="nofollow">https://www.iwgplc.com/en-gb/develop-a-location</a>. &nbsp;

Did COVID-19 Accelerate the Workspace Shift for Business Investors?

1851 Franchise

Half of the workforce was working remotely at least one day a week prior to the pandemic, but the growing popularity of the trend is undeniable — 90% of workers today demand flexible models, and IWG is helping landlords and investors give them what they want.

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Right at Home

Right at Home Recognized as Best of Home Care® Endorsed National Provider

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KidStrong Franchising, LLC

A 61-Unit Development Agreement Puts Joe Pedatella at the Top of KidStrong’s Development Ranks

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Right at Home Targets Providence, Warwick and Nearby Communities for In-Home Care Growth

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Caring Transitions

What Territories Are Available for Caring Transitions Franchises in 2026?

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New U Women's Clinic & Aesthetics

Why New U is Targeting Spokane for Franchise Growth

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Yum! Brands Pizza Hut Sale - 1851 Franchise

Possible Pizza Hut Sale Signals Shift in Yum! Brands’ Franchise Strategy

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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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As the health and wellness business in America continues to fill out, the fitness industry is growing alongside it. The industry now generates&nbsp;<a href="https://www.ibisworld.com/united-states/industry/gym-fitness-franchises/5599/">over $7 billion</a> in annual revenue, with a revenue increase of nearly 3% in 2023 alone.Rebounding since COVID, both big box and boutique franchises have shown&nbsp;<a href="https://athletechnews.com/fitness-franchising-by-the-numbers-10-key-stats/">membership growth</a>, with premium establishments up 21% compared to a whopping enrollment bump of almost 70% on the budget gym side.&nbsp;&nbsp;<h3>The Pros And Cons Of Big Box Gyms</h3>When it comes to choosing the right fitness franchise, there are pros and cons to each.Big box gyms are able to cast a wider net, attracting a clientele ranging anywhere from newbie to seasoned veteran, with a lower cost of entry potentially attracting even the marginally curious to the idea of a well-established, properly marketed brand.&nbsp;Big box and other low-cost fitness franchises are also able to capitalize on services like personal training and retail amenities, increasing revenue.Driven by recurring membership fees, big box gyms generally cost less. However, the wider net cast in terms of building a clientele, tends to require more equipment in a bigger space, increasing costs like rent. And with a wider array of workout machines to both service and maintain, additional costs tend to follow.<h3>The Pros And Cons Of Boutique Fitness Concepts</h3>On the boutique side, franchises are typically able to offer a more personalized fitness experience, catering to niche markets with an eye on community, quality and loyalty. However, a more hands on approach to management and day-to-day operations may also be necessary to deliver the more customized, immersive experience often demanded of the more boutique environment.As a result, boutique fitness concepts are typically able to capitalize on a more premium pricing model driven by the idea of exclusivity.But, while less equipment in a smaller space can help rein in expenses, it can also be difficult to build the more specific clientele required by the boutique experience, rendering selection of proper location crucial.<h3>Finding The Right Fit</h3>As potential franchisees assess the available opportunities in the fitness franchise realm, it’s important to ponder a number of factors which can impact the bottom line.In terms of budgeting, a full understanding of both initial investment and ongoing operational costs is crucial.&nbsp;Getting to know the customer and surrounding area can help franchisees assess just how much the consumer is looking to pay for a gym membership, helping clarify the big box versus boutique decision when it comes to the question of how to buy a franchise.There’s also market saturation, with big box gyms in particular becoming an increasingly crowded marketplace.On the management side, it’s important for franchisees to seize upon a specific approach, whether it’s applying a more hands on style to the level of personal interaction required on the boutique side or focusing on the moving parts in play in the larger, more complex big box environment.&nbsp;When it comes to buying a fitness franchise, an understanding of the consumer, proper assessment of the marketplace and specific approach to management can go a long way towards avoiding potential risk, helping franchisees find success as they ponder entrepreneurship via fitness franchises.For more info on fitness franchises, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/fitness-franchises-2025-trends-opportunities-2729600">The Rise of Fitness Franchises in 2025: Trends, Opportunities and What to Expect</a></li><li><a href="https://1851franchise.com/top-health-and-wellness-franchises-2729821">Top 15 Health and Wellness Franchises Opportunities for 2025</a></li><li><a href="https://1851franchise.com/fitness-wellness-franchise-guide-2729443">How To Choose the Right Fitness or Wellness Franchise for You</a></li></ul>

Buying a fitness franchise, people exercising

As the fitness industry continues to grow fast, the decision for potential franchisees lies in whether to invest in big box or boutique gym franchise opportunities.

Boutique vs. Big Box Gym Franchises: Which Offers Best ROI in the $7 Billion Fitness Market?

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<a href="https://kbpbrands.com/">KBP Brands</a>, the multi-brand franchisee group with over 1,100 restaurants across 32 states,&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">has announced</a> its acquisition of 78 additional SONIC units. The new units are spread across Ohio, Kentucky, North Carolina, Tennessee and Virginia.This is the second SONIC acquisition KBP has completed in less than two years, and it makes KBP the fourth-largest SONIC franchisee in the system with 164 total locations across eight states.“We’ve had a successful five-year partnership with Inspire Brands and have seen strong results from our initial SONIC purchase,” KBP CEO&nbsp;<a href="https://www.linkedin.com/in/mike-kulp-820820">Mike Kulp</a> said in a statement. “We look forward to expanding that with a larger footprint and additional operational efficiencies.”KBP is one of the country’s largest franchisee groups, reporting approximately $1.5 billion in annual sales across its portfolio, which includes KFC, Taco Bell and Arby’s, another Inspire Brands franchise."Our relationship with KBP Brands continues to grow due to their operational excellence and our shared commitment to guest satisfaction and a culture that champions innovation," said&nbsp;<a href="https://www.linkedin.com/in/john-kelly-b48426b">John Kelly</a>, brand president at SONIC. "KBP's expansion with SONIC demonstrates their dedication to our vision and the brand's long-term growth."Read the full press release&nbsp;<a href="https://www.prnewswire.com/news-releases/kbp-brands-doubles-down-on-sonic-with-78-restaurant-acquisition-302695591.html">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

The franchisee group, which already operates over 1,100 units, is growing its portfolio with the quick-service brand, becoming one of SONIC’s largest franchisees.

The&nbsp;<a href="https://www.franchise.org/">International Franchise Association</a> has released its annual&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">Franchising Economic Outlook</a> report for 2026, painting the picture for a positive year of growth after notable economic turbulence in 2025.“The resilience of franchising has enabled our model to adapt, endure and thrive in the face of challenging macroeconomic headwinds,”&nbsp;<a href="https://www.linkedin.com/in/matthewhaller">Matt Haller</a>, IFA president and CEO, said in a release. "After a year of recalibration, franchising is better positioned to navigate an improving economic environment than independent businesses due to tax certainty, lower interest rates and investments in AI that will propel brand growth, franchisee unit-level economics and wage growth for the franchise workforce."The report features key industry projections for the year, including:<ul><li>The addition of over 12,000 new franchised businesses</li><li>The addition of over 150,000 jobs — meaning the industry will represent nearly 8.9 million jobs</li><li>An increase in total franchise GDP from $549.9 to $558.4 billion</li><li>An increase in multi-unit ownership as current single-unit franchisees pursue scale</li></ul>In addition to the strength of the industry as a whole, the organization highlighted segment-specific trends.&nbsp;<ul><li>This year, child services and commercial and residential services are recognized as top performers, expected to achieve a 3.2% year-over-year growth rate.</li><li>A focus on experiential dining, rather than value alone, may drive full-service restaurants to outpace quick-service brands in output growth.</li><li>Preventive health care has risen to be the third-largest franchised industry, and it represents strong opportunities as consumer awareness surrounding preventive health care persists.</li></ul>In terms of growth markets, Texas continues to lead the country as the fastest-growing state for franchising, followed by Florida, Georgia, Arizona and North Carolina. Michigan, Ohio and Utah have joined the top 10 this year thanks to their relative affordability and the potential they offer for market leadership and long-term growth.The outlook for 2026 is upbeat, and the drivers behind it look different than they did a few years ago. More brands are putting AI and automation to work in day-to-day operations, which helps franchisees move faster on basics like scheduling and inventory and stay tighter on margins.The growth in multi-unit ownership points to a shift in how people are approaching franchising. More operators are treating it like a scalable investment, focused on building an asset, not just buying themselves a job.As the year ramps up, IFA’s data suggests growth in 2026 will be driven by those leveraging the scale of the franchise model, embracing a tech-forward approach to business ownership, and staying agile in an evolving business landscape.Find the full 2026 Franchising Economic Outlook report&nbsp;<a href="https://www.franchise.org/franchising-economic-outlook/">here</a>.

Highlighting child services and commercial and residential services as top performers, the organization predicts the industry will add over 150,000 jobs and increase its GDP by billions this year.

Franchising has never been more visible or more confusing. Between social media success stories, aggressive broker outreach and emerging brands promising rapid wealth, many prospective franchisees enter the process overwhelmed and underinformed.&nbsp; After more than two decades inside the industry,&nbsp;<a href="https://www.linkedin.com/in/scott-thompson-618a91">Scott Thompson</a> has seen the excitement (and the mistakes) from every angle. That perspective is exactly why he launched&nbsp;<a href="https://yourfuturefranchise.com/">Your Future Franchise</a>, a consulting and advisory firm built to replace hype with clarity, pressure with strategy and guesswork with alignment.“I’ve been in franchising for 25 years now and have been on pretty much every side of the fence — franchisee, franchisor, executive, private equity,” Thompson said. “When you get to a certain point in your career and you’ve climbed the ladder in corporate, you want to do the same thing you’ve been helping others do the whole time: building wealth and ensuring you have time to spend with the family.”For Thompson, the decision was both professional and personal. “My son is turning 11 and it was important for me to be around more,” he said. “As a franchise consultant, I knew I could do that — and I could do it in a way that serves people.”<h2>A 360-Degree Franchise Perspective</h2>Few consultants bring the range of experience Thompson does. His resume spans franchise development leadership, private equity-backed growth, operations, real estate strategy and FDD oversight. He has served as chief development officer at&nbsp;<a href="https://www.weareradianceholdings.com/brands">Radiance Holdings</a>, president of&nbsp;<a href="https://www.premiermartialartsfranchise.com/">Premier Martial Arts International</a> and held senior development roles with brands such as&nbsp;<a href="https://bigblueswimschool.com/franchising/">Big Blue Swim School</a>,&nbsp;<a href="https://franchise.restore.com/">Restore Hyper Wellness</a>,&nbsp;<a href="https://www.maidright.com/franchising/">Maid Right</a> and&nbsp;<a href="https://jan-pro.com/franchising/">JAN-PRO</a>. Earlier in his career, he was a multi-unit franchisee himself.That depth allows him to see both sides of the table — the ambitions of franchise buyers and the realities of franchisor systems.“With Your Future Franchise, I help aspiring entrepreneurs,” Thompson said. “As someone with a lot of experience and as an expert on the Franchise Disclosure Document, I can work with candidates and help them with their lifestyle goals, the reason why they want to open a business, legal resources, funding resources — all of these things that people don’t even think of before starting a business — and position them to get a leg up.”For Thompson, the goal isn’t to “place” someone in a franchise. It’s to ensure they are structurally prepared for ownership. “I’ve been gifted with so much franchising experience,” he said. “Now I get to help other people who have been curious about it and afraid to do it — and help them do it in a way that builds clarity and confidence.”<h2>Expanding Access, Not Pressure</h2>Your Future Franchise is powered by&nbsp;<a href="https://www.franchoice.com/">FranChoice</a>, which gives Thompson access to approximately 250 vetted franchise brands across industries and investment levels.&nbsp;Because the portfolio spans home services, health and wellness, food, fitness, business services and more, recommendations are driven by alignment rather than availability. Thompson has helped guide entrepreneurs into brands such as&nbsp;<a href="http://elementsmassage.com/franchise/index.html">Elements Massage</a> and&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, among many others.Clients consistently point to his integrity in the process. “When my business partner Bryan and I were exploring franchises, we were torn between multiple concepts,” said&nbsp;<a href="https://www.linkedin.com/in/jaredrothbergerdetroit">Jared Rothberger</a>, CEO of JAN-PRO of Greater Detroit. “Looking back, we’re beyond thankful Scott helped us choose JAN-PRO. Today, we run a business generating north of $1 million a month. Scott was thoughtful, patient and genuinely acted in our best interest — not just trying to sell us something. He was our trusted guide into franchising, and I’m forever grateful for his insight and integrity. I’d work with him again in a heartbeat and highly recommend him to anyone considering franchising.”That emphasis on service over sales is intentional. “Franchising changed my life and I believe it can change yours too,” Thompson said. “After years of seeing people make bad decisions because of bad advice, I set out to build something different — a consulting practice built on honesty, strategy and service over sales. I don’t just want to help you buy a franchise. I want to help you build your future.”<h2>A Thorough Discovery Process That Goes Deeper</h2>What truly differentiates Your Future Franchise is its discovery process. Thompson spends significant time understanding not just a candidate’s financial capacity, but who they are as a leader and what kind of life they want to build.“It really comes down to thoroughness,” he said. “I spend over two hours going through a full business model and who they are. I spend a lot of time on attributes that maybe some other people don’t.”Those conversations explore leadership style, tolerance for managing large teams versus lean operations, comfort interacting with the public, sales ability, prior buying behavior and long-term wealth objectives.&nbsp;“Ultimately, that helps me when talking to the values of the franchisor,” he said. “That really becomes the thing that sticks — when a brand aligns with the candidate’s values, there is a synergy that happens.”He also focuses heavily on capital structure and financial preparedness — areas many first-time buyers underestimate.“What most franchisees don’t recognize is whether they have the right capital and the working capital,” Thompson said. “The FDD only requires 90 days of working capital, but it may take a lot more time. So I ensure they aren’t capital constrained.”<a href="https://www.linkedin.com/in/austin-c-smith-a1755548">Austin C. Smith</a>, an area developer with Big Blue Swim School, credits Thompson’s clarity in helping him move forward confidently. “Scott played a key role in helping me evaluate options and ultimately invest in a business that aligns perfectly with my goals,” Smith said. “His ability to ask the right questions and highlight both opportunities and risks gave me the clarity I needed.”<h2>Who Your Future Franchise Is Built For</h2>Your Future Franchise serves corporate professionals exploring entrepreneurship, first-time franchise buyers seeking structure, experienced multi-unit operators evaluating expansion and founders building scalable systems. What unites them is seriousness about ownership.“Ideal candidates are coachable, thoughtful and motivated by long-term growth rather than short-term wins,” Thompson said. “Franchising isn’t a shortcut. It’s a business model that requires alignment, leadership and execution.”At a time when franchising is louder and more crowded than ever, Your Future Franchise exists to slow the process down and add structure to it. With more than two decades of hands-on experience, access to hundreds of vetted brands and a discovery process built around alignment rather than urgency, Scott Thompson is not selling a concept — he is guiding a decision.For entrepreneurs who want to build wealth, create flexibility and approach franchising with clarity instead of hype, Your Future Franchise offers a structured path forward — and a trusted advisor in their corner.To learn more about Your Future Franchise and start your journey with clarity, please visit&nbsp;<a href="https://yourfuturefranchise.com/">https://yourfuturefranchise.com/</a>.

image of scott thompson franchise professional services from your future franchise

With decades of experience inside franchise development, operations and advisory roles, Scott Thompson created Your Future Franchise to help entrepreneurs, franchisees and brands.

Why Franchise Veteran Scott Thompson Launched Your Future Franchise to Guide Smarter Franchise Decisions

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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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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.”

With complementary strengths and a shared commitment to compassion, Manar Landis and Maha Zirn-Kashoor turned the right moment — and the right mission — into a meaningful family enterprise.

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.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

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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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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The casual "tire-kicker" buyer has largely exited the funnel. Now, franchisors are looking at leaner, more urgent and financially sophisticated candidates — a clear shift from just a few years ago. For development teams, the challenge is no longer generating volume; it’s recognizing that the people in front of them aren’t buying a dream. They’re making a strategic investment.Development teams still hunting for the wide-eyed dreamer will be let down in 2026. These prospective franchisees do still exist, but the calculated investor is much more common. These people, in most cases, aren’t looking for a hobby, and franchisors must recognize this change and act accordingly.<a href="https://www.linkedin.com/in/jerry-defeo-cfe-46244a27">Jerry DeFeo</a>, vice president of franchise operations at&nbsp;<a href="https://honeybakedfranchise.com/">Honey Baked Ham</a>, says the new dynamic is defined by a distinct move toward asset diversification.“Over the past year, we've seen a noticeable shift toward more experienced, more intentional franchise buyers,” DeFeo said. “One of the most significant trends is an investment shift into the franchise industry — more people who previously invested in the stock market or real estate are now investing in businesses as part of their diversified portfolios. This represents a fundamental change in how investors view franchise ownership.”<figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=vlfduHqGy7I"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DvlfduHqGy7I" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>The Four Personas You Will Meet in 2026</h2>To sell franchises this year, you must have a clear vision of who you’ll be interacting with, and you have to adjust accordingly. A cookie-cutter approach to each interaction won’t work. The 2026 buyer pool, while consistently moving toward the sophisticated investor, still has segments defined by specific, urgent pain points.According to DeFeo, the modern candidate pool is populated by four primary personas, each requiring a tailored narrative:<ul><li>The Diversifying Operator: These are multi-unit operators who are already in the game and looking to diversify into simpler, higher-margin concepts or to grow with brands that offer strong growth potential in their markets.</li><li>The Urgent Corporate Refugee: These are professionals exiting traditional career paths. DeFeo says that many were previously "window shoppers" but are now “moving with real urgency due to job market volatility.”</li><li>The Family Partnership: Husband-and-wife teams or family units seeking lifestyle flexibility and predictable hours.</li><li>The Second-Generation Builder: Entrepreneurs who grew up around franchising and are now stepping into ownership themselves, bringing a lifetime of implicit knowledge to the table.</li></ul><figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=mmst5KNVEx8"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3Dmmst5KNVEx8" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>Selling Security in the Age of AI</h2>The motivation for ownership has evolved from "freedom" to "security."In the past, franchise marketing hooked candidates on the idea of being their own boss. In 2026, the pitch must address the fragility of traditional employment. With the rise of&nbsp;<a href="https://1851franchise.com/ai-unemployment-impact-white-collar-job-loss-2729492#stories">artificial intelligence</a> and corporate restructuring, the "safe corporate job" is no longer the baseline for security.“We're witnessing a fundamental shift in how Americans view income security,” DeFeo said. “Traditionally, most Americans viewed employment as the most secure form of income. However, with AI and other circumstances beyond their control beginning to affect jobs, people are increasingly looking to entrepreneurship as a more secure income source.”For franchisors, this means your value proposition must address the elephant in the room. You’re selling a business opportunity, yes, but you’re also selling safety. Stability.“Economic uncertainty and corporate layoffs have led many professionals to rethink long-term career stability,” DeFeo said. “Franchising offers a proven model with more control over one's economic future.”<h2>Resonance: Operational Simplicity and Heritage</h2>The buyer has changed, and the presentation has to change with them. In a high-interest environment, "sexy" and trendy concepts are viewed as high-risk liabilities. The 2026 buyer is looking for substance.They want boring, predictable revenue. They want concepts that have survived recessions before. Of course, the occasional buyer will still seek a more innovative concept, but they’re becoming the exception, not the rule.“Our brand's history and proven longevity resonate most strongly with buyers,” DeFeo said. “HoneyBaked Ham is synonymous with family holiday celebrations — we're part of their traditions year after year. This emotional connection and established presence sets us apart from newer, trendier concepts that may come and go.”Beyond history, the modern buyer — and especially the multi-unit operator — is looking for something straightforward and scalable.“Operational simplicity: Buyers are prioritizing concepts with streamlined systems, reasonable labor requirements and predictable daily operations,” DeFeo said. “Models that don't require extensive back-of-house buildouts or complex processes are especially attractive.”To take it a step further, these buyers understand the danger of relying on a single revenue stream. They are looking for brands that can perform across multiple channels or markets to ensure they’re not relying on a single revenue stream to succeed.<h2>Separating the Browser From the Buyer</h2>With a more sophisticated buyer comes a more sophisticated vetting process. Separating the window shoppers from the true portfolio builders will help franchise development teams save time and make the most of their development dollars. But how?The answer lies in consistency. The serious 2026 buyer treats the due diligence process like a structured research phase, not a hot-and-cold cycle where interest ebbs and flows.“The key indicator is consistent engagement from the beginning,” DeFeo said. “Serious candidates follow the process methodically with steady interest — no dips, starts or stops. They're the ones we don't have to chase. In contrast, browsers tend to be sporadic and inconsistent throughout the process.”Serious buyers also show their hand early, even if it’s subtle at first. They are financially transparent, they ask operational questions about things like real estate and staffing, not just “How much will I make?”, and they actively seek out existing franchisees for validation.Ultimately, success in 2026 comes down to meeting these candidates at their level of sophistication. The prospective franchisee is no longer just buying a job; they are scrutinizing a business partner. By recognizing the specific persona across the table and respecting their need for security and operational clarity, development teams can stop chasing ghosts and start building a pipeline of qualified, ready-to-sign operators.To align your development strategy with this new class of buyer, start with these actionable steps:<h2>Key Takeaways and To-Dos for Development Teams</h2><ul><li>Audit your "Stability" messaging: Review your franchise development website and brochures. If you are still selling dreams, pivot immediately to "security." Highlight how your model protects against economic volatility and acts as a diversified asset class.</li><li>Filter for engagement, not just capital: Stop chasing candidates who go dark. “Prioritize candidates who demonstrate clear reasoning for ownership, not just curiosity,” DeFeo said. Implement structured qualification checkpoints; if they miss a checkpoint without a valid reason, move them to a nurture campaign.</li><li>Don't abandon "Legacy" channels: While digital marketing is essential, do not count out traditional media. DeFeo says that print advertising and word-of-mouth have been powerful sources for finding quality buyers.</li><li>Showcase operational simplicity: Create "day in the life" content that proves your model is manageable. Buyers aren’t looking for lifelong 16-hour days — no matter how much financial security that would offer. Show them streamlined systems, reasonable labor models and simplified back-of-house operations to reduce their perceived effort-to-return ratio.</li><li>Lead with Multi-Channel Revenue: If your concept offers catering, retail or B2B revenue streams, put that front and center. The 2026 buyer wants to know that if one revenue channel dips, there are others to hold up the P&amp;L.</li></ul>For more information on buyer personas and the ideal franchisee, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-attract-the-right-franchisees-2728985#stories">How to Attract the Right Franchisees: Selling Your Franchise Opportunities Effectively</a></li><li><a href="https://1851franchise.com/franchise-lead-generation-how-to-find-your-ideal-franchisee-candidates-2724868#stories">Franchise Lead Generation: How to Find Your Ideal Franchisee Candidates</a></li><li><a href="https://1851franchise.com/how-to-boost-your-business-with-targeted-local-marketing-strategies-2722500#stories">How to Boost Your Business with Targeted Local Marketing Strategies</a></li></ul>

The franchise candidate pool is increasingly judicious. From diversifying operators to second-generation investors, here’s who is in the market now and how to appeal to them.

How to Sell Franchises in 2026 — Franchise Buyer Personas: Who’s In-Market Now?

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

Franchise Opportunity Deep Dive: Sparkle Dog Care is a membership-based pet grooming franchise that blends wellness-focused hygiene services with small-box retail and community engagement.

Did COVID-19 Accelerate the Workspace Shift for Business Investors?

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