1851

Benefiting from a unique specialized concept in the foodservice segment,<a href="http://www.ownappf.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-development-players-qa-with-tom-monaghan-chief-development-officer-at-philly-pretzel-factory-2704551" target="_blank" rel="nofollow" target="_blank"> Philly Pretzel Factory</a> has secured an enviable position in the franchise world. The pretzel brand has over 100 locations across the U.S. and maintains a particularly dominating presence throughout the Mid Atlantic, where the brand originated and became a household name.

Tom Monaghan, Philly Pretzel Factory&rsquo;s chief development officer, has been in the franchise world for his entire life. The son of a franchisee broke into franchising&rsquo;s corporate world after college and worked for a number of large franchise brands before being hired by Philly Pretzel Factory in 2015. Monaghan talked to 1851 about why a wealth of franchise options is both a good and a bad thing for franchisees and why it&rsquo;s important that franchisees fully understand a brand&rsquo;s business model before signing on.

1851: How did you get into franchising?&nbsp;&nbsp;

Monaghan: I grew up the son of a franchise. My father owned a number of franchise oil service stations, so I was always in that world, and I always assumed I&rsquo;d start a career there. I considered becoming a franchisee, but I was curious about the corporate end since I hadn&rsquo;t had any experience there.

When I graduated from college, I had the opportunity to meet the other <a href="https://en.wikipedia.org/wiki/Tom_Monaghan?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-development-players-qa-with-tom-monaghan-chief-development-officer-at-philly-pretzel-factory-2704551" target="_blank" rel="nofollow" target="_blank">Tom Monaghan, of Domino&rsquo;s Pizza</a>. That was an amazing experience, and it really opened my eyes to the corporate end of franchising. Tom asked me to own a Domino&rsquo;s store, but after that meeting, I was determined to work in corporate. So I set out for a career in the corporate side of franchising, and eventually I was hired as a business consultant for a franchise. I learned so much about the behind-the-scenes operations of franchising and what goes into building a brand, it really renewed my passion for the industry.&nbsp;

1851: What do you love about franchising?&nbsp;

Monaghan: There is nothing better than helping people achieve their dreams. And it&rsquo;s particularly special to be helping people achieve that classic American dream of building and owning something for yourself.

Not many franchisees grew up saying, &ldquo;one day, I want to own a pretzel store,&rdquo; but most of them always wanted to own a business, and because of franchising, they can do that in all sorts of ways they may never have&nbsp;anticipated. It really opens up a world of possibility to people.

I take that very seriously. People are trusting us with their dream, so we&rsquo;ve got a huge responsibility to treat that with the utmost respect and support.

1851: What do you wish would change in franchising?

Monaghan: I&rsquo;ve been in this industry my whole life, and I&rsquo;ve worked in the corporate end for 29 years. In that time, franchising has only changed for the better. There are far more concepts than there ever used to be, which is not only great in terms of choice for franchisees, it has also offered a number of improvements and best practices that have become standardized across models. A lot of the risk has been removed from franchising, which is obviously a good thing, but there is a downside. Prospective franchisees are a little less selective than they used to be, which can be dangerous. A franchisee has to be passionate about the brand they represent, and if they are selecting the brand that advertises the highest or fastest ROI without any personal interest in the brand or product, it could end up being a bad experience for the franchisor and franchisee. So I preach caution and research to prospective franchisees. You need to know what you are getting into, and you need to feel strongly about the brand you select.

1851: What makes a great franchisee?

Monaghan: A great franchisee has a strong understanding of the brand and the franchise model before signing on. Each model is different and requires a slightly different skillset, so the best franchisees are those that have teamed up with a model that complements their specific skillset.&nbsp;

For Philly Pretzel Factory, that skillset is oriented around team and community building. I think of our best franchisees as great quarterbacks. They know every play inside and out, and they get on the field and execute. They trust that the franchise is calling the right plays, and they lead their team accordingly.

1851: What&rsquo;s the most important thing that drives a prospective franchisee to sign up?&nbsp;

Monaghan: Ultimately, that&rsquo;s going to be different for everyone, but I think it often comes down to the franchisee finding a brand that they can get behind and a business model that allows them to live the life they want to lead.&nbsp;

The franchisee has to be able to think about their day-to-day work with the brand and know that they&rsquo;ll be able to get up and every morning and believe in what they are doing and enjoy doing it. On top of that, they have to be secure in the knowledge that, if run correctly, the business is going to provide the income and support to accommodate the lifestyle they want for themselves. Of course, that may not come in year one, but the franchisee has to see a clear path to that goal.

Franchise Development Players: Q&A with Tom Monaghan, Chief Development Officer at Philly Pretzel Factory

1851 Franchise

1851 Franchise sat down with Tom Monaghan, Chief Development Officer at Philly Pretzel Factory, to talk about his experience in the franchise industry

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

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Name:&nbsp;<a href="https://www.linkedin.com/in/angela-baker-a25494106">Angela Baker</a> Role:&nbsp;Director of Marketing Brand:&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> <a href="https://1851franchise.com/griswold">1851 Newsroom</a>Angela Baker, director of marketing at Griswold, recognizes that, while consistency throughout a franchise system is key for successful marketing, clarity is more important than volume. Drawing on a background in technical manufacturing and her own experience working for a franchisee as a teen, Baker also knows that effective marketing must be digestible and attainable for operators. With this in mind, she focuses on “designing for humanity at scale” and sending out trust signals that support franchisees in showing up as genuine, compassionate home care resources in their communities.<h2>Q&amp;A With Angela Baker, Director of Marketing, Griswold</h2>1851 Franchise: How did you find your way to franchising and franchise marketing?Angela Baker:&nbsp;Before entering franchising, I worked in marketing for a manufacturing metrology distributor representing multiple European product lines in the U.S. On the surface, those brands appeared similar, but in practice, each had very different value propositions, decision-makers and barriers to adoption. That experience taught me early on that effective marketing isn’t about a single message; it’s about understanding who you’re speaking to, what problem you’re solving and how much change you’re asking them to absorb.That mindset translated naturally into franchising. I was drawn to the opportunity at Griswold because franchise marketing sits at the intersection of brand strategy and real-world execution. The work we do at the franchisor level doesn’t just affect awareness; it directly impacts the livelihood of individual owners operating in very different markets.I also bring a franchisee’s perspective to the role. As a teenager, I worked at a franchise location and saw firsthand how overwhelming it can be when initiatives change too quickly or lack clear execution guidance. That experience shaped how I approach marketing today: it has to be effective, but it also has to be digestible and feasible for owners who are running operations, managing compliance, and serving their communities.Ultimately, franchise marketing resonated with me because it allows you to build systems that scale while still honoring local ownership. When done well, it gives small business owners the power of a national brand without taking away their identity, and that’s where I find the work most meaningful.1851: What makes franchise marketing uniquely challenging (and rewarding) compared to corporate-only marketing?Baker: Franchise marketing is uniquely challenging because you’re never marketing to a single audience. You’re stewarding a brand at scale while supporting owners who operate in very different markets, communities and realities. The work requires constant balance, protecting brand consistency while creating space for local relevance.Unlike corporate-only marketing, success isn’t just about launching a strong campaign. It’s about designing frameworks that are clear, flexible and repeatable so franchisees can execute confidently without feeling overwhelmed or disconnected from the brand.What makes it rewarding is the impact that balance creates. Franchise marketing allows national strategy to show up locally in a way that feels human. A social post, an ad or a community partnership can move beyond promotion and become a genuine point of connection, especially in an industry like home care, where trust and community presence matter deeply.When franchise marketing is done well, the brand feels both established and personal. You can be a national organization and still show up as a neighbor, a resource, and a trusted part of the community. Seeing that come to life through local stories, caregivers and families is what makes the complexity worthwhile.1851: What is the single most powerful lever a marketing team can pull to directly impact franchisees’ profitability at the unit level?Baker: In franchise marketing, the most powerful lever isn’t a single channel; it’s enabling consistent, credible presence across the entire customer journey. Especially in industries like home care, where the decision cycle is long and deeply emotional, trust is built over time through multiple touchpoints.Families aren’t making an impulse purchase. They’re researching reviews, visiting websites, observing social presence and looking for signals that a brand is active, compassionate and rooted in the community. Profitability at the unit level is directly impacted by whether a franchisee can show up well in those moments without marketing becoming too overwhelming.The role of the franchisor marketing team, then, is to reduce friction. That means giving franchisees the tools, frameworks and guidance to execute the fundamentals: local websites, reviews, social content and referral materials, quickly and effectively. When those basics are easy to maintain and aligned to the brand, franchisees can build trust faster, convert with confidence and focus their time on serving clients.When you lower the barrier to consistent execution, you don’t just improve marketing performance. You directly support unit-level growth.1851: What is an untapped marketing opportunity you see for franchise brands?Baker:&nbsp;One of the most underutilized opportunities in franchise marketing is designing for humanity at scale. As brands adopt more technology to drive efficiency, many lose sight of the fact that trust, especially in service-driven industries, is still built through human connection.The opportunity isn’t choosing between innovation and authenticity; it’s intentionally building systems that allow both to coexist. Franchise brands are uniquely positioned to do this well because they operate locally, in real communities, with real people. But that only works if marketing frameworks encourage empathy, education and genuine connection, not just output.In home care, families aren’t just looking for services; they’re looking for reassurance, guidance and understanding during one of the most difficult moments in their lives. Marketing that succeeds in the future will act less like promotion and more like a guide, providing clear information while showing that the brand truly understands what people are going through.Brands that can operationalize empathy, embedding it into their content, their local storytelling and their customer journey, will stand apart as technology continues to accelerate. That balance will become a competitive advantage.1851: What is one marketing fad or buzzword that you believe will actually deliver real results in the coming year?Baker:&nbsp;One marketing concept that’s often dismissed as a buzzword, but will deliver real results, is the intentional use of trust signals. As consumers become more skeptical of traditional advertising, they’re looking for proof, not promises.In service-based franchises with long, emotional decision cycles, trust is built through consistency across reviews, local visibility, educational content and community presence. These signals tell a story about who you are long before someone ever picks up the phone.Brands that treat trust as a growth strategy, actively managing reviews, showing up as a resource and demonstrating reliability across every channel, will outperform those chasing short-term attention. In the coming year, the brands that win won’t be the loudest; they’ll be the most credible.1851: What’s your boldest franchise marketing take?&nbsp;Baker:&nbsp;My boldest franchise marketing take is that more marketing won’t save weak systems. Many franchise brands continue to add campaigns, channels and tools, while franchisees struggle to consistently execute the fundamentals. In the long run, volume doesn’t win, clarity does.Over the next five years, the brands that succeed will be the ones that simplify execution, invest in strong foundational systems and support franchisees in showing up consistently across key touchpoints. Marketing effectiveness will be defined less by how much you do and more by how well your systems enable local owners to operate with confidence.Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

1851 Franchise Top Marketing Leaders, Angela Baker, Griswold

Baker discusses how, for the home care brand, prioritizing clarity over volume, recognizing the power of trust signals and designing for humanity at scale are key drivers of franchise success.

Top 25 Franchise Marketing Leaders: Angela Baker — Director of Marketing, Griswold

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In the competitive landscape of franchising, the difference between a brand that scales and one that plateaus often has very little to do with the quality of the product. Success is increasingly dictated by who controls the information. For many companies, the traditional marketing model has left a significant gap. There are compelling stories to tell, but they’re often treated as temporary announcements rather than long-term assets. This creates a missed opportunity where valuable press releases and franchisee profiles sit on digital shelves collecting dust while potential investors search for answers.<a href="https://hellomainland.com/">Mainland</a> co-founder&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> recognized that modern growth requires a new kind of infrastructure. It’s simply not enough today to just do PR or run an ad campaign. To win, a brand needs a media engine that works around the clock to educate the market. This insight led to the creation of&nbsp;<a href="https://1851franchise.com/">1851 Franchise</a> and its sister platforms&nbsp;<a href="https://estatenvy.com/">Estatenvy</a>,&nbsp;<a href="https://stachecow.com/">StacheCow</a> and&nbsp;<a href="https://room1903.com/">Room 1903</a>, publications designed not in the outdated traditional manner but as specialized ecosystems built to unlock and accelerate franchise growth.“These platforms are what we call growth media engines,” Powills said. “They’re not traditional publications and they’re not marketing channels; they sit in the middle. Each platform is designed to help an industry control its narrative, educate its market and create a consistent drumbeat of credibility around the brands that are growing within it.”<h2>The Strategy of Categorical Authority</h2>The decision to invest in these platforms came from a clear observation of how franchise discovery actually happens today. Because a franchise candidate might spend months researching an investment, a brand needs to show up at every step of that journey. If the brand doesn’t provide the answers, the candidate is going to find them elsewhere.“We started investing in these platforms when we realized something important: most brands don’t lose because their product isn’t good,” Powills said. “They lose because they don’t control the narrative, don’t promote the narrative and don’t drive home a sense of urgency.”This strategy led to the development of specialized platforms like Estatenvy for home services, Room 1903 for hospitality and StacheCow for private equity.“The strategy is simple: build the media authority inside the industries where our clients are growing,” Powills said. “When you own the conversation inside a category, you create an unfair advantage for the brands inside that ecosystem.”<h2>A Technical Foundation for Discovery</h2>Beyond the editorial content, the platforms function as structured databases. Every interview and brand profile is organized so that it can be easily indexed by the digital systems that drive modern discovery. This ensures that when an investor uses a search engine or an AI tool to research an opportunity, the brand is already positioned with the answers.“We’re essentially building industry knowledge graphs,” Powills said. “The content isn’t random. It’s organized so that when someone asks a question about franchising, home services or restaurants, our ecosystem has the answers.”This technical approach extends to the backend, where integrations with Google, LinkedIn and Facebook allow brands to view ad data and traffic insights in one place. By combining editorial authority with structured data, the platforms provide a level of visibility that standard marketing just can’t match.<h2>Putting Brands Back on the Map</h2>For franchise leaders, the true measure of a media platform is how well it creates visibility in a crowded marketplace.&nbsp;<a href="https://www.linkedin.com/in/scott-oaks-39396612/">Scott Oaks</a>, vice president of franchise development for&nbsp;<a href="https://www.comfortkeepersfranchise.com/">Comfort Keepers</a>, has spent over two decades in the industry and has seen how this approach changes the trajectory for a brand.“Mainland and 1851 Franchise get us a lot of exposure. Nick always seems to have a fresh take on the changing landscape of franchising and the best way to get our brand’s name and exposure out in front of people,” Oaks said. “They’ve gotten us a bunch of exposure that we weren’t getting before through our franchise development efforts, which has really put us back on the map from an opportunity standpoint.”A key part of that exposure is the ability to move away from generic, repetitive industry news.&nbsp;<a href="https://www.booxkeepingfranchise.com/">BooXkeeping</a> CEO&nbsp;<a href="https://www.linkedin.com/in/maxemma/">Max Emma</a> notes that the value of 1851 Franchise lies in its ability to highlight the actual humans behind the business, ensuring each franchisee maintains a unique voice.“My franchisees are all different. Even though we do bookkeeping, everybody's different. They're not copy and paste from one franchisee to another one,” Emma said. “So, what Mainland and 1851 Franchise are doing is providing a PR announcement for all of my new franchisees. They get a chance to tell their story.”<h2>The Power of the Living Archive</h2>The most effective way for a brand to win is to stop viewing media as a one-time event. Success in franchising comes from a cumulative effect. When a candidate begins their research, they should find a deep archive of leadership insights and franchisee success.“Growth brands understand it’s a drumbeat,” Powills said. “When brands partner with Mainland and our platforms, they’re essentially building a living archive of their growth story, leadership insights, franchisee success stories, expansion announcements and industry expertise. When a candidate starts researching the opportunity, they don’t find one article. They find a narrative. And in franchising, the brands with the strongest narrative usually win.”Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

Mainland co-founder Nick Powills explains how proprietary media engines, like 1851 Franchise, empower brands to control their narrative while driving consistent growth through compelling storytelling.

1851 Franchise: The Media Platform Built to Skyrocket Franchise Growth

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

When franchising begins with purpose instead of pace, brands gain clarity, attract better partners and build systems designed to last.

What It Really Means to Build a Franchise System  

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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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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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2026 Trop Fitness & Personal Training Franchises, 12 Lists of Christmas

From 24/7 gyms to high-tech training and boutique studios, these 20 brands’ innovation, accessible models and forward-thinking approaches will define the industry in 2026.

The 12 Top Franchise Lists of Christmas: Fitness and Personal Training Franchises for 2026

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Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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1851 Franchise 12 Lists of Christmas, Beauty, Spa, Personal Care Franchises

From full-service luxury spas to high-tech medspas and specialized wellness studios, these unique franchise models cater to the specialized needs of modern beauty and wellness enthusiasts.

The 12 Top Franchise Lists of Christmas: Beauty, Spa and Personal Care Franchises for 2026

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The automotive industry continues to show resilience, and its growth is largely driven by steady demand for accessible, high-quality car care. The United States automotive service market was valued at&nbsp;<a href="https://www.mordorintelligence.com/industry-reports/united-states-automotive-service-market">over $199 billion this year</a>, and it’s expected to grow at a compound annual growth rate of 5.98% over the next five years, representing a projected value of over $266 billion by 2030.For entrepreneurs, this stability and the variety of opportunities available in the automotive space make it an attractive industry for investments.Here are the top 15 automotive brands to consider for 2026:<h2><a href="https://1851franchise.com/franchise-deep-dive-aamco-transmissions-and-total-car-care-franchise-costs-fees-profit-and-data-2726640">AAMCO Transmissions &amp; Total Car Care</a></h2><ul><li><a href="https://franchises.aamco.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/aamco-transmissions-franchise-opportunity">Growth Club Website</a></li><li>Investment Range:&nbsp;$236,800 - $361,200</li><li>Unit Count:&nbsp;530+&nbsp;&nbsp;</li></ul>AAMCO is a trusted name in the auto repair space, specializing in transmission work and other, more complex car care services. With over 60 years of experience, the brand is a true category-leader with a strong reputation among consumers.<h2><a href="https://1851franchise.com/franchise-deep-dive-mighty-auto-parts-franchise-costs-fees-profit-and-data-2724565">Mighty Auto Parts</a></h2><ul><li><a href="https://www.mightyfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/mighty-auto-parts-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$247,000 - $595,600</li><li>Unit Count:&nbsp;95&nbsp;&nbsp;</li></ul>Mighty Auto Parts focuses on the distribution of auto parts, lubricants and shop supplies for automotive service providers. With an efficient parts system and rapid order fulfillment capabilities, franchisees can run an efficient, high-volume business.<h2><a href="https://1851franchise.com/milexmr-transmission-franchise-costs-fees-profit-and-data-for-2025-2728544">Milex/Mr. Transmission</a></h2><ul><li><a href="https://moranfamilyofbrands.com/milex-auto-care-franchise">Milex Franchise Website</a></li><li><a href="https://moranfamilyofbrands.com/mr-transmission">Mr. Transmission Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/milex-mr-transmission-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$267,300 - $362,700</li><li>Unit Count:&nbsp;111&nbsp;&nbsp;</li></ul>Milex and Mr. Transmission are part of the larger&nbsp;<a href="https://moranfamilyofbrands.com/">Moran Family of Brands</a>. With the option to develop individual Milex or Mr. Transmission businesses as well as co-branded Milex&nbsp;and Mr. Transmission locations, franchisees have flexibility in their investment and are able to tap into multiple revenue streams under one roof.<h2><a href="https://1851franchise.com/turbo-tint-franchise-costs-fees-profit-and-data-for-2025-2728451">Turbo Tint</a></h2><ul><li><a href="https://franchise.turbotint.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/turbo-tint-automotive-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$295,510 - $415,400</li><li>Unit Count:&nbsp;20&nbsp;&nbsp;</li></ul>Turbo Tint offers window film services, a high-margin and relatively niche service. With efficient operations thanks to installs that can typically be completed in about an hour, Turbo Tint franchisees benefit from a high-volume, relatively low-complexity business model.<h2>HardTop Hotel</h2><ul><li><a href="https://hardtophotelfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/hardtop-hotel-franchise-opportunities">Growth Club Website</a></li><li>Investment Range:&nbsp;$120,200 - $193,460</li><li>Unit Count:&nbsp;5&nbsp;&nbsp;</li></ul>HardTop Hotel is a specialized concept catering to owners of hard- and soft-top vehicles, offering installation services, hard- and soft-tops for rent and sale, and storage solutions for those who like to remove the tops of their vehicles for the warmer seasons. In addition to the revenue created by sales, rentals and installation services, franchisees benefit from the longer-term stability of the storage model.<h2>Christian Brothers Automotive</h2><ul><li><a href="https://www.christianbrothersfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$550,250 - $680,400</li><li>Unit Count:&nbsp;300+&nbsp;&nbsp;</li></ul>Christian Brothers Automotive is a full-service repair franchise that focuses on great customer service. With a values-driven brand, Christian Brothers Automotive franchisees have an opportunity to build a more meaningful, community-centric business in an industry that is often viewed by customers as highly commodity-driven.<h2><a href="https://1851franchise.com/franchise-deep-dive-grease-monkeys-franchise-costs-fees-profit-and-data-2721791">Grease Monkey</a></h2><ul><li><a href="https://greasemonkeyfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$291,320 - $1,972,033</li><li>Unit Count:&nbsp;370+&nbsp;&nbsp;</li></ul>Grease Monkey is a quick-service auto franchise known primarily for its efficient oil changes and preventative maintenance services. By focusing on ease and efficiency in an industry that can sometimes be unpredictable or deliver subpar customer service, Grease Monkey franchisees can become the trusted resource for regular car care in their communities.<h2><a href="https://1851franchise.com/franchise-deep-dive-jiffy-lube-franchise-costs-fees-profit-and-data-2720873">Jiffy Lube</a></h2><ul><li><a href="https://franchise.jiffylube.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$232,000 - $520,000 (excluding real estate costs)</li><li>Unit Count:&nbsp;2,000+&nbsp;&nbsp;</li></ul>Jiffy Lube is one of the largest quick-service oil change and maintenance brands. The business model is designed for volume, and it encourages repeat visits from individual customers, creating strength and stability for franchisees.<h2><a href="https://1851franchise.com/franchise-deep-dive-maacos-franchise-costs-fees-profit-and-data-2724767">Maaco</a></h2><ul><li><a href="https://maacofranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$196,000 -&nbsp; $3,994,000</li><li>Unit Count:&nbsp;360+&nbsp;&nbsp;</li></ul>Maaco is an automotive franchise providing painting, cosmetic services and collision repair. Because Maaco is a body shop, as opposed to a standard maintenance brand or express oil change establishment, it leverages more specialized services and can stand out in the auto industry at large.&nbsp;<h2>Midas</h2><ul><li><a href="https://www.midasfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$106,650 - $1,132,640 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;975 in the U.S., 2,000+ worldwide&nbsp;&nbsp;</li></ul>Midas is a full-service auto repair and maintenance brand, offering both new-unit and business conversion options. With a few key service areas, including brakes, exhaust, tires, oil, steering, suspension and wheels, Midas can market multiple services to a single customer base, positioning franchisees to capture additional revenue.<h2>No-H2O</h2><ul><li><a href="https://noh2o.com/car-wash-franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$134,550 - $162,500</li><li>Unit Count:&nbsp;30&nbsp;&nbsp;</li></ul>No-H2O is a waterless, mobile car wash and detailing franchise. By excluding the use of water, No-H2O is more mobile and flexible than traditional wash and detail concepts, and it appeals to the growing eco-conscious crowd.<h2><a href="https://1851franchise.com/franchise-deep-dive-take-5-oil-changes-franchise-costs-fees-profit-and-data-2723018">Take 5 Oil Change</a></h2><ul><li><a href="https://take5franchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$287,145 - $2,053,642 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;1,100+&nbsp;&nbsp;</li></ul>Take 5 Oil Change is a convenience-driven oil change franchise that allows customers to stay in their cars for the duration of the service and targets a 10-minute maintenance time. This makes throughput more straightforward for franchisees and their teams, and it appeals to the busy customers of today.<h2><a href="https://1851franchise.com/franchise-deep-dive-tint-world-franchise-costs-fees-profit-and-data-2723226#stories">Tint World</a></h2><ul><li><a href="https://www.tintworld.com/franchise-opportunities/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$239,950 - $449,950</li><li>Unit Count:&nbsp;135+&nbsp;&nbsp;</li></ul>Tint World is a specialized vehicle and window film franchise offering tinting, detailing and other “automotive styling” services. By combining frequently sought services, like window tinting, with more specialized ones, like audio, lighting and other accessories, Tint World franchisees are positioned as the one-stop shop for vehicle enhancement.<h2>Tommy’s Express Car Wash</h2><ul><li><a href="https://tommys-express.com/franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$4,976,759 - $8,522,378</li><li>Unit Count:&nbsp;215+&nbsp;&nbsp;</li></ul>Tommy’s Express Car Wash operates high-volume, express tunnel car-wash facilities that focus on speed without sacrificing quality. With precise equipment that automates much of the wash process, franchisees can keep labor costs low and scale more efficiently.<h2>Valvoline Instant Oil Change</h2><ul><li><a href="https://www.viocfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$192,375 - $3,483,550</li><li>Unit Count:&nbsp;1,875&nbsp;&nbsp;</li></ul>Valvoline is a prominent national brand offering oil changes and preventative maintenance services. The brand boasts 18 consecutive years of same-store sales growth, and though it’s a nationally recognized brand, Valvoline notes there are still prime territories available, offering a unique combination of brand strength and recognition and future growth potential.From national giants like Jiffy Lube and Valvoline to specialty brands like Turbo Tint and HardTop Hotel, the automotive franchise space offers a diverse range of opportunities for all kinds of investors. Whether you’re drawn to the stability of recurring maintenance services or the innovation of tech-driven, specialized brands, these top franchises have the power necessary to drive your dreams forward.For more information on automotive franchise opportunities, check out these related resources from 1851 Franchise:<ul><li><a href="https://www.youtube.com/watch?v=Tvx0H511MtQ">Why Buy an Automotive Franchise? Drive Your Business to Success</a></li><li><a href="https://1851franchise.com/automotive-franchises-are-driving-into-the-future-with-tech-and-trust-2730075">Automotive Franchises Are Driving Into the Future With Tech and Trust</a></li><li><a href="https://1851franchise.com/growth-club/industry/best-automotive-franchise-opportunities">How To Start an Automotive Franchise Business</a></li></ul>

1851 Franchise 12 Lists of Christmas - Top Automotive Franchises

From express oil change and car wash concepts to specialized “automotive styling” brands, these 15 auto franchises will help you drive your future forward.

Franchise Development Players: Q&A with Tom Monaghan, Chief Development Officer at Philly Pretzel Factory

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