Emerging Franchisors to Watch: Pet Wants

Founded in 2015, pet-food franchise Pet Wants has already expanded to 70 units in markets across the U.S., making it one of the fastest-growing concepts in our roundup of emerging franchisors. Much of that growth is due to growing consumer demand for fresh, filler-free pet food, but the franchise’s rapid expansion can also be attributed to a savvy operational model that offers both brick-and-mortar retail locations and portable kiosks for markets, fairs and events.

We spoke with Michele Hobbs and Scott Hoots, Pet Wants’ founder and president, respectively, to learn how the brand has managed to stand out in a crowded market and what the franchise has in store for 2018.

1851: How does Pet Wants stand apart from competitors in the segment?

Hobbs: All of our food is made fresh monthly. Our ingredients are procured fresh, and the food is shipped immediately after being made, then it comes directly to our shops. No warehousing, not sitting in distribution centers, no middlemen. But guaranteeing healthy, fresh food is really just the beginning of what makes Pet Wants different from other manufacturers and stores. Our line of healthy, house-made Spaw Day products and wholesome treats are what really elevate the customer experience beyond what other brands offer.

Hoots: In addition to the high standard for freshness and nutrition, we offer the convenience of free delivery, which is a major benefit for pet owners. Most store-brand pet food can be sold up to 18 months after its manufacture date, which can lead to a substantial loss in valuable nutrition. We make our dog and cat food in small batches every month, so it’s the freshest food you can put in your pet’s bowl.

1851: What do you wish more people knew about Pet Wants?

Hobbs: Each of our owners genuinely cares about the health of the pets we serve. We have lots of folks come through our franchise process, and everyone I’ve met comes with a story about their own pet and a regret of not knowing how bad many pet food ingredients are. When our customers see how our shop owners care about improving the health of their pets, they become more than customers; they become friends. Our customers have done more to spread the word about our brand than anyone or anything else.

Hoots: I wish more people understood the extent to which enhancing the life of a person’s pet can also enhance that person’s life. We’ve had so many customers tell how happy and relieved they are to have found a dietary solution for a health problem their pet was having.

1851: What qualities make for a great Pet Wants franchisee?

Hobbs: Our best franchisees have a genuine dedication to their communities, people and pets. They are hard-working, honest and financially responsible. This is not a get-rich-quick scheme or an easy exit strategy for someone who wants to retire. The work is hard. It’s a commitment that takes time to build and strengthen connections in the community. You also have to want to spend a lot of time with customers; it’s not like drive-through customer service.

That said, the rewards are equally high. You are making a difference in the lives of the people in your community and their pets. You are working for something that you own, building your future and securing long-term growth potential. It’s all well worth the effort.

Hoots: Beyond the prerequisite passion for animals, you’ve got to understand that this is not a hobby, it’s a business, and you have to work hard to be successful. The other thing to understand is that this is not just an animal business, it’ a retail business, so some experience in that world is a benefit. We sell through various channels but the most important one is direct sales, working one-on-one with customers in our shops.

1851: As Pet Wants has grown, has it taken cues from any other franchises or businesses?

Hobbs: We are so unique as a business model, so we try to remain focused on what has worked with our original concept. But we have staffed our corporate office with folks who have extensive backgrounds in franchising, so we are certainly tapping into their experience.

Hoots: We haven’t taken any explicit cues from other brands yet, but we’re taking note of what other brands are doing as we look to the future. More and more brands are embracing the online experience, and many of them are thriving because they are giving customers a single online point of entry to the brand which then funnels to local franchise owners. We’ve been impressed with a couple of franchise brands that have done that, and we’re thinking about how to incorporate our favorite elements of that model into ours.

1851: What kind of growth plans does Pet Wants have for 2018 and beyond?

Hobbs: Our immediate focus is working with existing franchisees and supporting them as independent business owners. Pet Wants is part of the Strategic Franchising organization, which provides much of the back-end support, including legal, accounting and HR to Pet Wants franchisees. That allows us to allocate more resources to growing our operations and marketing support.

That’s our primary focus this year, but the future is wide open. Our model stands alone in the market and the consumer embrace of home delivery on a national level cannot be understated. If you look at Amazon, that’s one of the fastest growing companies in the U.S. and their success is based almost entirely on home delivery. Pet Wants offers a product that Amazon can’t compete with, so that product coupled with fast, reliable home delivery makes ours a truly unique concept.

Hoots: We’re on target to hit the 100-unit level by the end of 2018. From there, we’ll start to target new markets for more aggressive franchise growth over the next several years. We’re also hoping to introduce a direct sales channel to meet the needs of people and their pets outside the reach of our franchise locations this year.