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Valerie McCartney has worked in franchise development since the early ‘90s for national brands such as Pizza Hut, El Pollo Loco and Johnny Rocket’s. In 2009, at the height of the recession, McCartney found herself developing <a href="https://brokenyolkfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-development-leaders-valerie-mccartney-of-broken-yolk-cafe-2711431" target="_blank" rel="nofollow">Broken Yolk Cafe’s</a> first franchise as a favor to the owner, whom she had befriended as a patron of the restaurant for several years.&nbsp;Through a business lens, though, McCartney saw Broken Yolk Cafe as an experienced operator and a quality, profitable business that was eager for expansion in the midst of a struggling economy. As the economy began to recover, McCartney facilitated what would eventually turn into a national franchising program. Broken Yolk has grown to 15 locations in San Diego County and 34 locations nationwide, with 10 more in development.1851 caught up with McCartney to dig into her transparency-driven business perspective and what makes a great franchisee.&nbsp;1851: How did you first get into franchising?&nbsp;McCartney: I’ve been in franchise development since the early ‘90s. Prior to that, I was in the packaged goods business with PepsiCo and Nestle. I was with PepsiCo for 12 years, and during that time, the company owned KFC, Pizza Hut and Taco Bell. I spent four years on the Pizza Hut side doing franchise development and after another 8 years with PepsiCo, I became the Director of Franchise Sales and Development for El Pollo Loco.&nbsp;When I came to Broken Yolk, I was originally planning to just help my friends get a few stores built. I was laid off from a senior development position at the height of the recession and the opportunity just came along. I had been going into Broken Yolk for a number of years myself and the owner became a friend of mine. I had some time on my hands, so I figured I would help him get franchising started the right way. When the economy started to pick back up, I realized I was having a lot more fun working with an emerging brand than I had before with larger brands.From a franchise development standpoint, Broken Yolk boasts high AUVs, generating $1.96 million on an average nine-hour day. We attract a lot of traditional QSR franchisees who often deal with long hours and lower AUVs. It works out really nicely for people looking for portfolio diversification.&nbsp;1851: What do you love about the industry?&nbsp;McCartney: I love building things. I think franchising is a great system for people to build a business. I look at franchising and see two primary draws: One is for first-time operators who are looking to get out of their day jobs; the other is additional multi-unit opportunities for people who have made a career in the franchising industry. It serves entry-level brands that take in first-time franchisees to provide a growth vehicle for people that are looking to diversify. From a franchisor's perspective, I think it is fantastic that people who are good-quality operators have a chance to grow their business.&nbsp;1851: What do you wish that you could change about the industry?&nbsp;&nbsp;McCartney: I honestly wish there were more uniformity and transparency in how facts and figures are represented. Prospective buyers could more readily get the information that they need to do their due diligence if they were presented with clear, standardized figures for unit-level economics.1851: What is the biggest challenge franchisors are currently facing in franchise development and what are you doing to overcome it?&nbsp;McCartney: I’m going to speak specifically on the restaurant side and within the multi-unit operator space. Occupancy costs are rising with rent and wage increases. Particularly in California, the increase in the minimum wage is painful for operators, but that’s not specific to franchising.&nbsp;One of the challenges in franchising is that good marketing can sell an underprepared franchise. It can be difficult, especially for entry-level franchisees, to know they are making a sound decision when they invest in something.&nbsp;We’re a pretty full-disclosure brand. We put anything that we can in our Item 19, and when I get a qualified franchise candidate, we provide a spreadsheet with every single franchisee in our system complete with contact and background information. This empowers franchise prospects to not only get answers that they need, but to know exactly who to call to get them. Giving context allows prospects to tailor questions to each person, whether they are talking to a seasoned multi-unit operator or just getting started.&nbsp;Experienced operators are usually savvy enough to know that there is no such thing as a perfect site, franchisor or franchisee, but pushing transparency frankly works to our benefit, evidenced by a closure rate of about 85%.<blockquote>I give our candidates every opportunity to say no, and for that reason, they usually don’t.&nbsp;</blockquote>1851: What do you think the biggest trend in franchise development will be in 2020?&nbsp;McCartney: I think we are going to continue to see new concepts of all sorts entering the franchise industry, for better or for worse. Many of them will continue to come in the childcare, pet care and senior care industries. I believe we will also see more fast casuals emerge.&nbsp;1851: What makes a great franchisee?&nbsp;McCartney: Someone that understands they joined a system because they wanted to follow a system as opposed to constant reinvention. You have to be entrepreneurial, but not so entrepreneurial that you’re unwilling to follow a set of established guidelines. The best franchisees are those that are involved in their business, and that typically comes through being invested in their communities. That doesn’t necessarily mean they’re working behind the scenes every single day, but I believe in people who don’t treat it like a passive income strain.&nbsp;Once you grow within a certain concept, you can either take that concept into another geography or diversify with a new concept in the same geography. I like operators who diversify with multiple concepts within one geography because they are poised to have more community involvement and better oversight.&nbsp;1851: What's the No. 1 thing that sells franchises?McCartney: The easiest way to sell a franchise is a charismatic salesperson. The best way to sell a franchise is through proven business models and strong economics. The problem is that there are so many brands that open and within the first six months, they elect to get into franchising.&nbsp;To me, six months is not enough. I encourage owners and operators of new businesses to figure out their model and become profitable first. If the first store isn’t making money, there is no ethical business in trying to franchise it. Once you have a profitable franchise, all you need to sell it is transparency.

Franchise Development Leaders: Valerie McCartney of Broken Yolk Cafe

1851 Franchise

1851 connected with Broken Yolk Cafe's franchise development lead to learn about the brand’s approach to growth and the value of transparency.

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The Penny Shortage Is Creating a New Risk for QSR Franchise Systems

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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

How To Sell Franchises in 2026 — Top Channels Franchise Buyers Use Before They Inquire

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Selling franchises isn’t just about sharing profit potential anymore. It’s about earning trust. Franchisors need to gain the trust of their candidates, providing fact-based solutions and dismantling the fear associated with a major business investment.Whether they are first-time owner-operators or experienced investors, candidates are operating in an era of heightened economic scrutiny, looking to make the most of each dollar. To win them over, development teams must pivot from a mindset of "selling the dream" to one of "proving the reality."Focusing on the reality over the dream often means proving a reality of stability. Candidates are looking for safety, predictability and partnership. To convert high-quality leads, franchisors must deploy specific trust signals that validate the investment before the contract is even signed.Here is how to leverage transparency, operational data and human connection to sell franchises in the current market.<h2>Lead With Consistency and Resilience</h2>Think about the mindset of a buyer reading a Franchise Disclosure Document for the first time. They’re often looking for holes in the boat, not just doing a casual review.Information about how much it will cost to get started and how much they’ll pay on an ongoing basis is key, but investors also want to know if the concept can survive turbulence. The strongest trust signal you can offer is historical consistency, particularly through economic downturns.<a href="https://www.linkedin.com/in/aworsham02">Adam Worsham</a>, chief franchising officer at&nbsp;<a href="https://viocfranchise.com/">Valvoline Instant Oil Change</a>, says that buyers today prioritize confidence that the business can deliver returns without unnecessary risk.“The first thing we highlight is consistency,” he said. “Valvoline Instant Oil Change has 19 years of same-store sales growth, including growth through the pandemic. That kind of performance gives entrepreneurs, family offices and private equity firms a clear signal that the model is resilient.”In most cases, this will come through in the&nbsp;<a href="https://www.youtube.com/watch?v=aeuHzzXoEQI">Item 19</a>, with historical financial data and the Item 20,&nbsp; if a franchisor can demonstrate steady unit growth and provide contact information for successful, tenured owners.The Strategy: Do not bury your resilience data. If your brand grew during the pandemic or performed well during high-inflation periods, this should be a headline, not a footnote.<h2>Demystify the Operations</h2>If a candidate looks at your model and feels like they need an advanced degree to run day-to-day operations, it’s likely they’ll walk. Franchises that don’t require this level of experience must prove that the operating system is built for scale. For brands that do require a specific level of education or experience, it’s crucial to communicate exactly what kind of knowledge is needed and why.&nbsp;No matter the level, being transparent about exactly what will be required creates clarity for prospective owners, and clarity empowers an educated decision. The feeling of knowing exactly what they’re getting into can significantly reduce perceived risk for entrepreneurs.For example, Valvoline highlights key operational data to paint a clearer picture for candidates.“Most centers run with about eleven employees and generate roughly $1.7 million in average unit volume,” Worsham said. “Those fundamentals help reduce uncertainty and build trust quickly.”The Strategy:&nbsp;Translate your experience requirements and unit-level economics into operational reality. Don't just show the initial investment and profit potential. Show what it takes and how existing franchisees make it happen.<h2>Humanize Success Data</h2>Whether it’s an average unit volume, low-to-no closure count or strong renewal rate, strong statistics can come off as too good to be true for some candidates. Even the best data, when presented incorrectly, can make a skeptical candidate suspicious. For franchisors, the key is to translate abstract information into a more digestible narrative about day-to-day operations and long-term franchisee success.Valvoline, for example, boasts a 100% renewal rate. But highlighting that 100% doesn’t always mean something to a potential owner. According to Worsham, this isn’t just a stat. It’s a number that alludes to a deeper, more powerful pattern.“The 100% renewal rate is impressive, but what matters more is&nbsp;why&nbsp;it happens,” he said. “Franchisees know we’re in their corner, and they feel confident about the future they’re building with us.”Highlighting the “why” behind the “what,” even when the “what” is impressive, can bridge the gap and start building trust with entrepreneurs investigating a franchise opportunity.<h2>Front-Load the Relationship</h2>In a digital-first world, where candidates do deep research before they ever inquire, the human element is the ultimate differentiator. Candidates want to know who will answer the phone when things go wrong.Building a relationship early minimizes the perception of risk. If all other variables are equal —investment cost, return, territory — the candidate will choose the team they feel safest with.“When someone gets to know our team early on, they see how we operate: collaborative, responsive and invested in their long-term success,” Worsham said. “That relationship becomes proof of what it will feel like to be part of the system.”<h2>Address the "Ugly" Head-On</h2>No franchise system is perfect. Franchisors may worry that addressing concerns directly may hurt the sale, but the opposite is true. Attempts to hide or talk around closed units, litigation or disgruntled owners will degrade trust.While franchisors shouldn’t dwell on the negative, confronting it head-on with the facts and a calm, logical approach can actually build trust with the candidate. Not only can they tell that their potential franchise partner doesn’t hide from the tough spots, but they can also get a look at how problems are solved when they arise.When you explain why a unit failed or how you handled a dispute, you control the narrative. You demonstrate that you are a problem solver — a trait that most candidates will celebrate in their future partners.“We don’t hide the hard stuff,” Worsham said. “We address it, learn from it and use it to build an even stronger system for every operator. When something doesn’t go as planned, we explain the context, what we learned and how we strengthened the system because of it.”<h2>Key Takeaways and Next Steps</h2>Contextualize economic risks to silence fear: Don’t wait for the candidate to ask about the economy or the future of your segment. Proactively discuss the future of your industry and how your model performs in a range of economic landscapes.Build trust through radical transparency: Encourage candidates to visit physical locations to observe the culture and pace firsthand. Letting candidates see the real business removes the fear of the unknown.Use franchisees to combat skepticism: Encourage unfiltered conversations between candidates and operators. Hearing directly from current franchisees about the support they receive reduces the risk of "sales talk" and provides social proof that the system works as advertised.Prove systemic safety: It's not just about today's sales, but tomorrow's viability. Demonstrate that you have the infrastructure, like advanced supply chain forecasting or data analytics, to handle future threats.Establish a partnership dynamic immediately: Trust comes from being treated as a partner, not a lead. Have conversations around the candidate’s goals to signal an investment in their success rather than just a commitment to closing the deal.For more information on building trust with franchise buyers, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-franchisors-can-build-a-marketable-item-19-2727750#stories">How To Build a Marketable Item 19</a></li><li><a href="https://1851franchise.com/happy-franchisees-more-leads-why-positive-validation-is-key-for-organic-growth-2719171#stories">Happy Franchisees, More Leads: Why Positive Validation is Key for Organic Growth</a></li><li><a href="https://1851franchise.com/trust-in-franchising-2726050#stories">Trust is the Foundation of the Franchisee-Franchisor Relationship</a></li></ul>

From demystifying operations to focusing on trust early on, here is how top franchisors are reducing perceived risk to win over candidates and sell more franchises in 2026.

How To Sell Franchises in 2026 — Trust Signals That Reduce Perceived Risk for Buyers

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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

1851 Franchise Publisher Nick Powills explains why your $20,000 conference booth is failing and the "signals" you actually need to attract sophisticated capital.

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

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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.

image of morgan wood, content manager at mainland, pr methods at mainland

Content Manager at Mainland, Morgan Wood, shares the vital theory behind achieving PR success for franchise brands and beyond.

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

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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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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.

sparkle-dog-care-franchise-costs-fees-profit-and-data

Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

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LAST UPDATED: January 2026 FRANCHISE WEBSITE:<a href="https://www.newuwomensclinic.com/franchise-locations/">&nbsp;https://www.newuwomensclinic.com/franchise-locations/</a> 1851 NEWSROOM:&nbsp;<a href="https://www.1851franchise.com/new-u-womens-clinic">https://www.1851franchise.com/new-u-womens-clinic</a> NUMBER OF LOCATIONS: 2 REPORTED COST TO GET IN: N/A (See below) REPORTED ROI (Item 19): N/A (See below)New U Women’s Clinic &amp; Aesthetics is redefining women’s health, offering one of the first fully integrated “inside-out” women’s wellness franchise models in the country. By combining hormone therapy, medical weight loss, aesthetics, IV therapy and comprehensive women’s health into one luxury-driven, clinically grounded experience, the brand is filling a massive void in both the health care and med spa markets. For franchisees, New U provides a powerful combination of emotional purpose, strong consumer demand and a fully systematized business model.<h2>1. What Is the Brand Overview for New U Women’s Clinic &amp; Aesthetics?</h2><h3>About the Brand</h3>New U Women’s Clinic &amp; Aesthetics was founded in 2020 in Washington’s Tri-Cities region by&nbsp;<a href="https://www.newuwomensclinic.com/meet-the-team/">Dr. Rachel Fidino</a>, a two-time cancer survivor and double-board-certified APRN. After experiencing early menopause at 32, significant weight gain and a lack of clinicians willing to address hormone imbalances, she recognized an urgent gap in women’s health care.New U was built to solve that problem. Its signature “inside-out” model integrates wellness, medical care and aesthetics into one cohesive ecosystem — not as separate departments, but as essential components of whole-patient well-being. The result is a clinic that delivers luxury hospitality and evidence-based medical care in one seamless experience.Mission: To provide whole-patient, relationship-driven women’s health and wellness services that combine clinical excellence, emotional intelligence and exceptional hospitality.Vision: To transform women’s health nationwide through a scalable, values-driven model that treats the root cause of wellness needs and redefines how women experience care.<h3>Unique Selling Points (USPs)</h3><ul><li>A true “inside-out” care model integrating medical weight loss, hormone therapy, aesthetics, IV therapy and women’s health under one roof.</li><li>A boutique, hospitality-inspired patient experience (comfort menu, spa water, curated ambience).</li><li>Personalized, long-term care plans instead of transactional, one-off treatments.</li><li>Evidence-based medicine anchored by a founder with deep clinical expertise.</li><li>A clinic environment designed to be warm, luxurious and emotionally supportive.</li><li>Services and care pathways specifically designed around women’s hormonal, metabolic and aesthetic needs.</li><li>Proven patient loyalty, satisfaction and retention at the flagship location.</li></ul><h2>2. What Are the Franchise Opportunity Details?</h2><h3>Why Franchise With New U?</h3><ul><li>First-to-market franchise model in the women’s health category.</li><li>Highly systematized operations and SOPs developed over five years at the flagship clinic.</li><li>Comprehensive onboarding, training and ongoing support.</li><li>Strong consumer demand for holistic women’s wellness and medically credible aesthetic services.</li><li>Multi-revenue-center model capturing several fast-growing industries at once.</li><li>Recurring revenue potential from memberships, wellness programs and long-term care plans.</li><li>Founder-led brand with values of integrity, empathy and patient-first care.</li><li>Early adopters benefit from prime territory availability in major U.S. markets.</li></ul><h3>Available Territories</h3>New U is targeting national expansion first looking to grow out of its Washington headquarters. The brand has additional strong interest in developing Dallas-Fort Worth, Houston and Austin, Texas; Phoenix and Scottsdale, Arizona; Miami and Tampa, Florida; Denver, Colorado; Nashville, Tennessee; Charlotte, North Carolina; Salt Lake City, Utah; and Las Vegas, Nevada. To inquire about the availability of a territory, prospective franchisees can&nbsp;<a href="https://form.jotform.com/252253479064056">contact the company directly</a>.<h3>Investment Overview</h3>New U has not publicly disclosed franchise fees, initial costs, ongoing fees or performance/ROI data. Prospective franchisees interested in learning more can&nbsp;<a href="https://form.jotform.com/252253479064056">contact the company directly</a>.<h2>3. What Franchisee Support Does New U Provide?</h2><h3>Pre-Opening Support</h3>New U provides extensive hands-on support to its franchisees starting immediately after the contract is signed. This support begins with real estate guidance and assistance with site selection.Once a location is secured, the company coordinates architectural standards and clinic design to ensure brand consistency. Franchisees also receive a comprehensive pre-launch marketing strategy to roll out the brand effectively in their new market.In terms of staffing, New U offers models, hiring guides and cultural onboarding for both clinical and non-clinical roles. Finally, franchisees are given access to proprietary clinical protocols and operational playbooks to ensure the delivery of high-quality services and efficient business operations.<h3>Training Programs</h3>New U provides a multi-phase training system for owners and staff, including clinical aspects, covering protocols, wellness pathways and treatment standards to ensure high-quality patient care.In addition to clinical and operational skills, the program offers training on leadership development and emotional intelligence, as well as continuous education to integrate new services and technologies as they emerge.<h3>Operational Support</h3>New U Women’s Clinic &amp; Aesthetics franchisees are supported with guidance on marketing, including campaigns and managing the brand's presence across social media. The franchisor also assists with human resources, offering systems for efficient hiring and continuous development of the clinic's employees. Finally, franchisees receive ongoing access to brand updates, evolving best practices and direct coaching to ensure continued alignment and success within the franchise system.<h3>Technology and Tools</h3>New U offers franchisees several essential systems to support their operations. This includes access to proprietary Standard Operating Procedure (SOP) platforms and clinical protocols, ensuring consistency and high quality across all locations.The franchise also provides comprehensive technological support, such as practice management and appointment scheduling systems, as well as digital marketing support tools to help with patient acquisition.<h2>4. What Are the Franchise Requirements for New U?</h2><h3>Eligibility Criteria</h3>New U does not specify any franchisee requirements with regard to liquid assets, net worth or experience.<h3>Operational Commitments</h3>New U expects franchisees to be hands-on, especially early. The brand strongly prefers full-time owner-operator involvement during the first year to help establish the team, reinforce systems and set the tone for the patient experience. Semi-absentee ownership may be considered on a case-by-case basis once the clinic is fully staffed and running smoothly. Across every stage, franchisees are expected to uphold New U’s standards for hospitality, ethics and clinical integrity.<h3>Funding Assistance</h3>New U does not publicly promote any specific financing programs or lender partnerships for franchisees.<h2>5. What Is the Market Potential for Women’s Health, Wellness and Aesthetics?</h2><a href="https://www.grandviewresearch.com/industry-analysis/medical-spa-market">The U.S. med spa market was valued at $21 billion in 2024 and continues to grow</a>. Hormone therapy and medical weight loss markets are projected to grow significantly due to aging demographics and increased interest in personalized care. Women increasingly seek holistic care that traditional medical systems can’t provide.<h3>Competitor Analysis</h3>New U competes in both the health care and aesthetics sectors, but stands apart due to its integrated, clinically credible and hospitality-driven model.Primary competitors include:&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-vio-med-spa-franchise-costs-fees-profit-and-data-2723625#stories">VIO Med Spa</a>,&nbsp;<a href="https://1851franchise.com/heights-wellness-retreat-franchise-costs-fees-profit-and-data-for-2025-2730988">Heights Wellness Retreat</a>,&nbsp;<a href="https://1851franchise.com/dermani-medspa-franchise-costs-fees-profit-and-data-for-2025-2730987#stories">dermani MEDSPA</a>,&nbsp;<a href="https://1851franchise.com/glo30-franchise-costs-fees-profit-and-data-for-2025-2730986#stories">GLO30</a>,&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-skinovatio-medical-spa-franchise-costs-fees-profit-and-data-2727329">Skinovatio Medical Spa</a>,&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-formah-body-sculpting-franchise-costs-fees-profit-and-data-2725342">Formah Body Sculpting</a> and&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-qc-kinetix-franchise-costs-fees-profit-and-data-2725531#stories">QC Kinetix</a>.<h2>6. What Is the Application Process for New U Franchisees?</h2><h3>Steps to Ownership</h3><ol><li>Initial Inquiry:&nbsp;The candidate completes the franchise interest form to start the process.</li><li>Introductory Call: The candidate meets with the development team to review the brand overview, values and market availability.</li><li>Business Model Deep Dive:&nbsp;The candidate reviews the FDD, operating model, service offerings and financial expectations.</li><li>Founder Call:&nbsp;The candidate speaks with CEO Dr. Rachel Fidino to confirm alignment and cultural fit.</li><li>Discovery Day:&nbsp;The candidate visits the flagship clinic in Washington’s Tri-Cities region to experience the model firsthand.</li><li>Final Approval and Franchise Agreement: If both sides agree, the candidate signs the franchise agreement and secures the territory.</li><li>Onboarding and Pre-Opening:&nbsp;The new franchisee begins site selection, design, training and marketing setup; timing varies, but openings typically take 6 to 12 months depending on real estate.</li></ol>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.&nbsp;Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.Disclaimer: This content is for information only. You should not construe any such information or other material as legal, tax, investment, financial, or other advice. Nothing contained on this site constitutes a solicitation, recommendation, endorsement, or offer to buy or sell any franchises, securities, or other financial instruments in this or in any other jurisdiction in which such solicitation or offer would be unlawful under the franchise and/or securities laws of such jurisdiction.&nbsp;All content in this article is information of a general nature and does not address the detailed circumstances of any particular individual or entity. Nothing in the article constitutes professional and/or financial advice, nor does any information in the email constitute a comprehensive or complete statement of the matters discussed or the law relating thereto. You alone assume the sole responsibility of evaluating the merits and risks associated with the use of any information or other content in this article before making any decisions based on such information or other content.

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Franchise Opportunity Deep Dive: New U is a category-creating women’s health and wellness franchise integrating clinical care and preventive wellness.

Franchise Development Leaders: Valerie McCartney of Broken Yolk Cafe

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