1851

By BRIAN DIGGELMANN

For three days in October some of the best and brightest minds in the franchising community will assemble in Atlanta for the 14th Annual <a href="http://www.franchisedevelopmentconference.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Franchise Leadership and Development Conference</a>. Experts from over 40 industries will gather to discuss the current state of franchising and how to take their businesses to the next level. We asked five franchise development professionals from attendee brands to share their wisdom and insights into how development strategy has evolved over the past twelve months and where their companies are headed.

Steve Corp was a civil engineer until he met the now-former CEO of <a href="http://www.focusbrands.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">FOCUS Brands</a> at a wedding.

“He basically said you talk too much to be an engineer,” Corp recalls. The next thing he knew, he had quit his job as an engineer and moved to Chicago to sell hotel franchises. He made stops at other companies along the way but came back to FOCUS in 2003. Corp now serves as the Vice President of Sales and Franchising at <a href="http://www.moes.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Moe’s Southwest Grill</a>.

How is Moe’s doing this year in terms of development?

We’re doing extremely well. We are going to sell a lot more deals this year than we did last year, and looking at 2013 I would assume we’ll sell more deals in ‘13 than in ‘12.

We have some benefits – fast-casual as a segment is the place to be restaurant-wise.The fact that we’re a Mexican/Southwest fast-casual is also great. If you look at the big players in that segment it’s really Qdoba, Chipotle and us. Chipotle doesn’t franchise, so you have a segment that is established and is going to be successful but new enough that it’s still hot. Our same-store sales are also up significantly again for the third or fourth year in a row.

Have there been any strategic changes that have complemented the favorable market conditions?

Most of our growth is with existing multi-unit franchisees. These are guys that own bunches of Pizza Huts, Wendy’s or whatever chain and are looking for what’s hot in the market. Our success, growth and same-store sales combined with the Mexican/Southwest fast-casual segment has gotten us a lot of ideal candidates – multi-unit restaurant owners that, in their research, have found that this segment and specifically this brand is where they want to grow.

Is that influx of interest a recent development?

I think it’s getting more prevalent, especially with our growth. A year or two ago we were at 300 units. Now we’re going to be at 500 open restaurants early next year, and that 500 to 1,000 range is really where a bunch of growth is. It means you’re tried and true and a lot of people recognize the brand.

We’ve always had people come and be interested in the brand, I just think the brand has gotten lot of publicity lately and we’ve been opening restaurants in new places that people haven’t seen. It’s common sense that it’s going to happen a little more as the brand gets open and exposed in new markets.

How do you reach out to prospective franchisees?

We mostly cold call. We’ve got something good to say, and the good thing about it is if I happen to call a multi-unit operator and they hear the words “Moe’s,” “opportunities” and “expanding,” we have a decent chance to be successful or at least have an audience. That’s all you want -- someone who will sit down with you.

For the most part we’re an old-fashioned company in that regard. We get most of our leads because the brand is what it is. The ideal franchise partner for us is that guy that owns 5 to 15 of whatever restaurant chain or chains, and those guys that go fiddling around on websites. Those are guys you have to reach out and find.

It sounds like social media isn’t your preferred development tool.

We have our presence, but a lot of that is geared towards the consumer. Our company corporately is very tied into that. It’s part of what we do as a greater whole.

The first thing has to be “who’s your ideal franchise partner?” Our ideal franchise partner is that multi-unit restaurant guy. We won’t even bring someone in without restaurant experience. If you know what that specific person looks like, you have to ask where they go to learn about brands. Everybody wants the same guy, but he’s not going on franchise.com and filling out a prospective so someone calls him up.

How do you choose markets to target for development?

Even though we might not be in Denver, for example, we have our development plan on where we want our restaurants to be in Denver. It’s mainly areas that have the most potential. I would go to Milwaukee if we can put 15 or 18 restaurants in that area well before I would go to Akron where we could put two or three.

How much of your growth is coming from existing franchisees versus franchisees new to the system?

It’s probably in the 50-50 range right now. I would venture to guess as we move forward next year it will be 40 percent existing and 60 percent new, because from where we are now, states like Florida, Georgia North Carolina and South Carolina don’t really have room to do anything. The handful of locations that we are going to do in those states will be existing franchisees.

Shortly, even those few opportunities will be gone, so that means more of your growth is going to be in markets where you don’t have people or in adjacent markets. There will be a little bit of shift as we move out into the Midwest and upper Midwest.

Has that 50-50 split been representative of your growth for a while?

The first couple years we had the brand, we focused more on completing the development plan of existing markets. In places like Atlanta and South Florida, what we wanted to do was say “we have eight restaurants in this area and we think we can have 15.”

Early on it was probably more organic from within our existing franchise partner base. Now that we’re growing out, if you want to open in Phoenix there aren’t any existing franchisees within 250 miles to grow within the system.

Moe’s has been a part of FOCUS since 2007. Do you get any crossover franchisees from your partner brands?

There are some, but I wouldn’t say there’s a lot. We’ve gone down that path, but if you look at where <a href="http://www.schlotzskys.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Schlotzsky's</a> is strong, they’re expanding where we have no presence. That would potentially be something that we would want to look at, but if you’re looking at <a href="http://www.cinnabon.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Cinnabon</a>, <a href="http://www.carvel.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Carvel</a> or <a href="http://www.auntieannes.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-leadership-and-development-conference-profile-steve-corp-202" target="_blank" rel="nofollow">Auntie Anne’s</a>, those are more non-traditional and Moe’s is growing more traditionally.

It’s a lot easier for someone without significant restaurant experience to open up Auntie Anne’s, Cinnabon or Carvel than it is a Schlotzsky's or a Moe’s. The financial requirements, operational requirements - all of that stuff is different so crossover franchisees don’t work that easily.

Do you put an emphasis on multi-unit agreements?

We don’t sell singles. Typically three to five is our minimum number, but if someone was going to break into a market where we had no presence, that would have to be someone who had a big existing structure of people, plenty of financial wherewithal, a ton of restaurant experience and the ability to do 15 or 20 restaurants at a much more expedited pace than we would require for someone who would buy a three store deal.

You have to get somebody that can do that and has done that. If you put someone in a market that has 30 Chipotles and 30 Qdobas and they’re going to try to open up one restaurant a year, they’re never going to be successful. We like to see them have five to seven restaurants open after three years.

What are your most successful franchisees doing that sets them apart?

If you go in to Bangor, Maine, or West Lebanon, New Hampshire, we’re not going to be able to have everybody in the town drive by Moe’s and know what it is. There are still people that will open up a restaurant and think, “I’ve built it, they will come.”

The people that actually get out and make the five or 10 miles around their restaurant their own, have a wrapped car, do catering, do different things to drive people into their restaurants – the people that do that effectively are more successful than people that just sit inside their restaurant.

What do you hope to gain from the Franchise Leadership and Development Conference?

A lot of my counterparts will be there. We can and do work together, even across competition sometimes. Someone from Five Guys may have people that are great franchise partners that are looking for a new opportunity, but Five Guys is sold out in North America.

If I have a relationship with one of their people, he might say,” I’ve got this great guy in Little Rock, do you have anything there?” So we may do some things back and forth. It’s also nice to get a little bit of an insight on what other brands are doing, how they’re doing it and share things that way.

Steve Corp | Franchise Leadership & Development Conference | 1851 Franchise

1851 Franchise

By BRIAN DIGGELMANN

For three days in October some of the best and brightest minds in the franchising community will assemble in Atlanta for the 14th Annual Franchise Leadership and Development Conference. Experts from over 40 industries will gather to discuss the current state of franchising and.....

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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>

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

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Most franchisors are taught to chase franchise sales. The logic sounds reasonable: more deals mean more revenue, more momentum and more visibility. But the brands that build lasting enterprise value don’t start with sales at all. They start with unit-level profitability.Franchising only works when franchisees are able to build durable, profitable businesses inside each territory. Without that foundation, growth becomes fragile, expensive and difficult to sustain. The most successful franchise brands reverse the traditional mindset and build their entire system around the economics of the unit, not the volume of franchise agreements signed.What follows is a practical framework for founders and franchisors who want to build a system that actually scales.<h2>Step 1: Begin With Franchisee Economics, Not Franchisor Revenue</h2>Franchising is often framed as a way to accelerate growth, but growth without economic alignment quickly creates strain. When franchisees struggle to generate profit, franchisors eventually feel it through support demands, stalled development and weakened brand value.The right starting point is understanding what makes a single franchise location viable, repeatable and profitable. Until that is clear, everything else is guesswork.“You've got to start with the unit economics of your franchisee,”&nbsp;<a href="https://gopreservan.com/">Preservan</a> founder&nbsp;<a href="https://www.linkedin.com/in/tymcbrideokc/">Ty McBride&nbsp;</a>told&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a> CEO&nbsp;<a href="http://linkedin.com/in/charles-internicola">Charles Internicola</a> in a recent episode of the&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">“Building a Franchise Brand”</a> podcast. “Because ultimately, however your model is designed, their success is going to directly affect whether or not you can be successful financially.”When the unit works, the system works. When the unit struggles, no amount of franchise sales can fix it.<h2>Step 2: Identify the Few Metrics That Actually Drive Performance</h2>Unit economics don’t need to be complex to be effective. In most service-based businesses, profitability comes down to a handful of operational realities that can be measured, improved and scaled.For&nbsp;<a href="https://1851franchise.com/preservan/info">Preservan</a>, the model was built around production capacity rather than abstract growth targets. The focus wasn’t on how many franchisees the brand could sell, but how many productive vehicles could realistically operate within a territory and what those vehicles needed to generate in order for the business to work.“We didn’t think about the number of franchisees,” McBride said. “We thought about the number of vehicles.”<h2>Step 3: Stop Treating Franchise Sales as the Business Model</h2>Many emerging franchisors are drawn to the upfront appeal of initial franchise fees. Early on, those fees can feel like validation and momentum. Over time, they become a distraction.Initial fees are not the value of a franchisee. The value lies in what that franchisee can build, sustain and reinvest over time.“The value of your franchisee is not the initial franchise fee,” McBride said. “It is what they are going to produce for you over the long term.”When franchisees are selected based solely on their ability to pay a fee, the system inherits risk. When they are selected based on their capacity to operate and grow a profitable business, the system gains durability.<h2>Step 4: Evaluate Capital and Capacity, Not Just Fit and Interest</h2>Franchise agreements are long-term commitments. Unlike corporate locations, underperforming franchise units can’t simply be shut down when the economics don’t work. That reality raises the stakes on franchisee selection.Successful systems look beyond personality fit and enthusiasm. They assess whether candidates have the capital, leadership ability and operational capacity to grow into the expectations of the model.“If they don’t have that capital and capacity, you’re really losing traction,” McBride said. “You’re not creating enterprise value. You’re creating a detour.”Growth that looks fast in the short term often slows dramatically once undercapitalized units begin to struggle.<h2>Step 5: Build for Enterprise Value, Not Optics</h2>Franchise brands that focus on enterprise value often appear to grow slowly at first. They pass on attractive markets, delay development pushes and invest heavily in franchisee support rather than visibility.Over a longer horizon, those same brands tend to outperform their peers.“You’re not just selling franchises,” Internicola said. “You’re creating enterprise value.”Enterprise value comes from predictable unit performance, strong reporting, stable royalty streams and a system that can support scale without breaking.<h2>Step 6: Know Your Numbers Before You Franchise — Not After</h2>One of the most dangerous gaps in franchising is the absence of a true franchisor pro forma. Many founders enter franchising without ever modeling what the business needs to look like at scale in order to be viable.That includes understanding how many units must perform at what level in order to support staffing, systems, innovation and ongoing franchisee support.“How do you know if that franchise fee’s enough?” McBride said. “How do you know if the royalties are the right number?”<h2>Step 7: Invest in Franchisee Success Before Accelerating Development</h2>Development dollars are finite. Every dollar spent chasing growth is a dollar not spent strengthening the system.Preservan intentionally pulled back on development activity to focus on helping new franchisees succeed through their first full operating cycles. That decision delayed short-term sales but strengthened long-term positioning.“We can go get more franchises, or we can focus on making sure franchisees have kick-ass years,” McBride said.Strong performance eventually becomes the most effective sales tool a franchise system can have.<h2>Step 8: Think in Multi-Year Horizons</h2>Franchising forces founders to shift from short-term operating cycles to long-term system building. Decisions made today often won’t show up in reported results for 12 to 24 months.“I now do things for results in 2027 or 2028,” McBride said.That mindset shift is uncomfortable for operators accustomed to faster feedback loops, but it is essential for building a sustainable franchise brand.<h2>The Rule That Ties It All Together</h2>Every successful franchise system eventually arrives at the same conclusion: speed amplifies whatever foundation you build. If the economics are flawed, growth magnifies the damage. If the economics are sound, growth compounds the value.“First right, then fast,” McBride said.Franchising rewards patience, discipline and economic honesty. The brands that win aren’t the ones that sell the most franchises early. They’re the ones that build systems capable of lasting long after the initial excitement fades.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=-3yiNoR60-Y">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>&nbsp;

Why Franchise Growth Breaks When Unit Economics Don’t Work

why-franchise-growth-breaks-when-unit-economics-dont-work

Most franchisors enter a new planning cycle with the same goal:&nbsp;<a href="https://1851franchise.com/goodspark/founder-to-franchisor-when-pause-2730947">sell more franchises</a>. What’s far less common is a clear, disciplined understanding of the system required to make that growth repeatable.As brands begin mapping their 2026 strategies, one pattern has become increasingly clear. Growth doesn’t stall because franchisors lack ambition or effort. It stalls because they skip the foundational work that makes growth sustainable in the first place.According to industry-wide data collected from franchisors at all stages of scale, the challenge isn’t identifying what needs to improve. It’s sequencing the work correctly and implementing it with discipline.“It's not about identifying one factor,” said&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a>, CEO of&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a>. “It's about the detail and it's about implementation.”<h2>Why Lead Generation Isn’t the Real Constraint</h2>When franchisors are asked what would unlock faster growth, the most common response is a need for more leads. That answer shows up consistently across brands of every size, from emerging systems to those with hundreds of locations.The problem is that lead flow is rarely the true constraint. It’s simply the most visible symptom.“Brands start with, ‘I want to sell franchises.’ What they don’t start with is the equation for how they’re going to sell franchises,” said&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a>, chief strategy officer at GoodSpark.Many brands move directly into buying traffic, joining broker networks or increasing ad spend without first understanding why previous leads failed to convert. The result is predictable: higher costs, lower-quality candidates and disappointment when sales goals go unmet.<h2>Reversing the Growth Model</h2>The most effective franchise systems don’t treat growth like a funnel that starts with marketing and ends with signed agreements. Instead, they build from the inside out.Leadership alignment, internal capacity and operational clarity create the conditions for real validation. Validation supports a credible brand story. That story makes the sales process more effective. Only then does lead generation become a force multiplier rather than a cost center.Internicola described this dynamic as an inverted pyramid. What most brands treat as the top of the system — lead flow — actually belongs at the end. “In reality,” he said, “it’s about flipping it: focusing on your leadership and capacity, what your validation looks like, then brand story positioning, then sales process conversion.”<h2>Fix the First Message Before Spending a Dollar</h2>One of the most overlooked growth levers in franchising costs nothing to fix: the first message a prospective franchisee sees.Many franchise websites rely on generic positioning that fails to explain why the opportunity exists, who it’s for or what makes it economically compelling. Messages like “be your own boss” don’t differentiate because they apply to nearly every franchise in the market.Strong brands treat their opening message like a high-stakes commercial. It should clearly articulate the business opportunity, acknowledge the risk franchisees take and explain why the model works in real terms.“Go to your website right now and look at your first message,” Powills said. “Does it tell you exactly what you want to do or why you want to buy this brand? Think of this as your Super Bowl commercial. You have 30 seconds to tell me why this matters, so there's an action beyond it, because you're spending a million dollars on an ad.”<h2>One Franchisee Is the Unit of Growth</h2>Many franchisors plan growth without fully understanding the economic value of a single franchisee. Without that clarity, budgeting becomes reactive rather than strategic.“It just takes one franchise sold,” Powills said. “You have the baseline to start building the foundation for explosive growth.”Knowing what one franchisee is worth over time — through fees, royalties, renewals and systemwide impact — changes how capital is deployed. It also reframes expectations around what a “successful” year actually looks like. Rather than chasing volume, effective brands focus on executing well around one deal and allowing that success to create momentum.&nbsp;<h2>Amplify Momentum Instead of Resetting</h2>Every franchise signing creates multiple moments of visibility: the announcement, the opening, the grand opening campaign and milestone anniversaries. Each of those moments generates awareness within a market.Instead of spreading resources thin across dozens of geographies, strong brands reinvest around success. Concentrating effort within a single market builds credibility faster and attracts the next qualified buyer more efficiently.Internicola emphasized that many brands miss this opportunity by jumping ahead too quickly. “There’s no granular game plan of what types of leads, how are we qualifying franchises?” he said. “Some would mention sales processes, but not a deeper dive.”&nbsp;<h2>Use Your Own Data Before Buying Someone Else’s</h2>Before changing strategies or increasing spend, franchisors should look inward. Where did deals convert last year? Where did they stall? What buyer profiles moved forward with confidence, and which didn’t?For 2026, Internicola encourages brands to adopt what he calls a year of integrity. “Own the space you're in. Own what you are,” he said. “Acknowledge what you're not. Gaps, weaknesses, challenges, and opportunities. If you explore those, especially now in Q1, you're going to start differentiating and identifying pathways.”This internal analysis is often more valuable than any external benchmark. It reveals whether the issue is positioning, qualification, process or alignment — and prevents brands from solving the wrong problem.For more information on GoodSpark and its services for developing franchises, visit&nbsp;<a href="https://www.goodsparkfranchise.com/.">https://www.goodsparkfranchise.com/.</a>&nbsp;

The 2026 Franchise Growth Playbook: How Strong Brands Close the Gap Before Chasing Scale

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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>

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

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

Former Project Manager and Executive Assistant Swaps Corporate Life for Fresh Coat Painters Ownership

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

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<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

Franchise Leadership and Development Conference Profile: Steve Corp

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