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<a href="https://sparklesquadfranchise.com/">Sparkle Squad</a>, the window cleaning and exterior cleaning franchise backed by&nbsp;<a href="http://happinest.com">Happinest Brands</a>, has grown from two to 56 franchisees in its first two years of franchising. While its early growth has been a clear upward trajectory, it has also been intentional and strategic.&nbsp;Led by founder and CEO&nbsp;<a href="https://ca.linkedin.com/in/chrisstoness">Chris Stoness</a>, who has been in the industry for over a decade, the&nbsp;<a href="https://1851franchise.com/sparkle-squad/info">Sparkle Squad</a> system emphasizes the real needs and success of local owners. By focusing on the revenue flowing through franchisees’ bank accounts rather than selling a certain number of territories, Stoness is driving healthy growth and creating a long-term path for success across the system.“This is a royalty business, not a unit-number vanity business,” he said in a&nbsp;<a href="https://www.youtube.com/live/SzkmBfjaqEk?si=zOz9vjUMbHB8Wtt5">recent episode of the “Meet the Franchise” podcast</a>. “We have been really dialed on a slower growth demand curve when it comes to units. We are also disciplined with territory; we sell one or two territories at most to a franchisee so they can go deep and build the actual infrastructure rather than going super wide. On support, the biggest learning over the last two years is the importance of meeting people where they are, not where you want them to be. It’s like walking side by side rather than pulling somebody against their will.”Beyond the measured approach to awarding territories and ensuring ample franchisee support during the early stages, Stoness ensures local owners are heard and involved in decisions that will impact the business on an ongoing basis.&nbsp;“I can’t win unless it’s symbiotic,” he said. “I am firmly in the empathetic franchisor camp. Franchisees are on the front lines; to not listen to them would be a terrible idea.”As he looks to the future, Stoness has his sights set on growing the franchise system by growing franchisees. With a vision to become a $100M royalty system, he remains deeply committed to ensuring each franchisee has the structure, support and partnership necessary to win.Stoness joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills">Nick Powills</a> to discuss the current state of the business, how Sparkle Squad supports franchisees, and his long-term vision for the brand. A transcript of Stoness’s interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: Chris, if someone wants to see your backstory, they can Google you because we've already talked about that. Let's skip ahead and give me a state of the business. What’s the latest?Chris Stoness: State of the business: Sparkle Squad and Elite Window Cleaning are absolutely going into our Super Bowl Sunday, which is the spring season. Every year, we get fired up; everything starts clicking together in March and April. By this time of year, we are all systems go. It’s a blast. Last time we talked, we were just launching and pulling things together. We had two franchisees; today that number is 56. Our first franchisee turned two on Friday. It’s been a wild ride.Powills: Lots to unpack there. I’m going to start with that end statement: two to above 50. What has that been like? So many businesses are in the business of selling franchises, then they realize they are really in the royalty business.&nbsp;Royalty only comes if franchisees win, and typically, they only win if you build support structures around them. At the same time, you have franchisees going through a high-stress point with consumer demand — the "Super Bowl." They are getting a rude awakening. How has it been navigating that?Stoness: You totally nailed the point: this is a royalty business, not a unit-number vanity business. We have been really dialed on a slower growth demand curve when it comes to units. We are also disciplined with territory; we sell one or two territories at most to a franchisee so they can go deep and build the actual infrastructure rather than going super wide. On support, the biggest learning over the last two years is the importance of meeting people where they are, not where you want them to be. It’s like walking side by side rather than pulling somebody against their will. We built a coaching structure called "Strategic Growth Coaching" designed around understanding the state of play today and where you want to be in 30, 60 or 90 days. That has allowed us to grow at a rapid rate while everyone keeps their sanity.Powills: I love the support mechanism. Thinking as a franchisee, it’s great to have a coach, but most of their revenue is not predictable — it’s "I have a job, I need to hire you." They are going through interesting mental states moving from a predictable paycheck to a hustle where they have to get out of bed and encourage staff. If the coaching is listening to those challenges, they are providing scaffolding, because the mental drain of being a franchisee alone is tough.Stoness:&nbsp;Nobody asks you to get out of bed when you’re an entrepreneur. I’m of the mindset that entrepreneurs have to happen to the world; the world can’t happen to us. Where that intersects with coaching is that we have run a brand in this industry since 2012, long before we started franchising. We’ve been eating our own cooking for a long time before serving it to others. I know that stress of early March when you're antsy to get the calendar full, followed by 30 days later when you’re freaking out because you can’t keep up with inflow. I’ve lived it, and I still do. Without the context of having been in this industry for as long as we have, I would see it as a helpless scenario rather than something natural. You have to trust the process, do the quotes, and hear “no” over and over. In the moment, you think you’re doing it wrong until the cycle happens and the work comes home to roost.Powills: I think the two gaps for a franchisee are: one, are they willing to capitalize the marketing? They often rely on an Item 7 or guidance to put 1% or 2% toward marketing, but it’s an equation. Once you figure out the cost of customer acquisition, are you willing to spend what it takes? Two, nobody is going to force them out of bed. They have to look in the mirror and realize it’s 24/7. Over time, if you do the right things, the acquisition cost goes down as referrals go up. If the industry could build the perfect franchise, this would be offset by making franchisees work in the business for two years first, like McDonald’s used to. Here, you're doing it through coaching, but they are still building the plane while flying it.Stoness: Exactly. And they are not only building it, but learning the language the instructions were written in. It is full contact. If anybody says franchising is not full contact, it just is — it’s still entrepreneurship. You either win or learn. You still have to go through those reps, even if the system truncates them with experience. To the marketing point, it is absolutely an equation: what are my revenue goals, what percentage is organic versus paid, and what is the CPL and conversion rate? You run the math and see if it equals your goal. That’s where the coaching ties in — calibrating against the targets. If you're down on organic, what are the strategies? Are you going to ribbon cuttings? It doesn’t make it any less of a full contact sport.Powills: We tend to say franchising is "entrepreneurial, not for entrepreneurs," which is true to a degree. But the franchisees who blame the franchisor were never entrepreneurial in the first place. An entrepreneur looks in the mirror and asks what they can do differently.Stoness: I think it’s a bit of a fallacy that franchisees aren’t for entrepreneurs. Those who don’t act as entrepreneurs struggle more. People say sales-oriented or operationally-oriented people are more successful, but I can’t define it by background. I’ve boiled it down to two things: stamina to do the hard things consistently and leadership qualities. You’re only as good as your team in the service industry. If you have the stamina to make it through the race and the leadership to build as you go, that covers the needs of the business.Powills: I agree. One challenge in franchise sales is evaluating those two qualities. Leadership is showing up and doing what you say you’ll do. If a candidate ignores calls, those aren’t leadership qualities. Stamina is showing up and selling the franchisor on why they should award you the business. It’s hard to evaluate because sales is often about speed to deal.Stoness: We have a unique process led by Jen Olson; she’s not a "race you through the process" person. Later in the process, I get on for an hour or more. I just want to listen. I want them to tell me their story. I don't do any prep other than knowing their name and territory because I want to experience them for the first time, not off someone else's notes. If you listen to someone’s trajectory in life, you can find the stamina and the entrepreneurship in their DNA. Listening is an underrated art form in development.Powills: That listening carries over to how you treat franchisees. Many franchisors like to "rule" the franchisee, but some of the greatest brand moments — like the Big Mac or the $5 Footlong — came from listening to franchisees. These people invested their life savings; they had to do something significant to have that cash. If you listen to the collective, it impacts the business.Stoness: It’s so important. Earlier today we had an all-hands call and a franchisee brought up a great idea about using the customer list in the winter. We took action on it immediately. I can’t win unless it’s symbiotic. It takes a long time to break even as a franchisor on a single unit unless they are successful. I am firmly in the empathetic franchisor camp. Franchisees are on the front lines; to not listen to them would be a terrible idea.Powills: Some franchisors treat franchisees like employees or widgets, and that’s where it goes upside down. Many brands stall between 50 and 100 units because they couldn't master the people side. The industry events talk about selling franchises, but not the facilitation of building a great company through empathy and scaffolding. If you have a successful franchisee, that’s where the money comes from. It’s not rocket science.Stoness: It’s about two things: relationships and unit economics. If you have those, you can weather any storm. If franchisees trust you and the economics are viable, that’s how the magic happens. Nobody brings a dollar to the table except for the end user — the customers of the franchisees.Powills: I’m impressed that you’ve kept window cleaning, gutter cleaning, power washing, and holiday lights under one brand. Most multi-brand franchisors would have created four brands and charged the franchisee a fee for each. You’re saying, "We already have the relationship with the customer, let's solve these four problems." It allows for revenue throughout the whole year. What was the purpose in keeping it this way?Stoness: Holiday Lights is kind of our "Big Mac" — the most recent addition driven by franchisee demand. Our purpose is for people to grow meaningful, seven-figure businesses, not hobbies. Each of those service lines can be a seven-figure operation. We wanted the franchisee to scale off the lifetime value of the client. We didn't want to be a bunch of service businesses in a trench coat. These are the four things we can use technology to be the best in the world at. It creates a cyclical need: windows in spring, pressure in summer, gutters in fall, holiday lights in winter. Rinse and repeat.Powills: What is the Item 7 grand opening spend?Stoness: Total grand opening marketing spend is $20,000. We lowered that from $45,000 and started marketing contributions in week one, in month one. We pulled back to reduce "whiplash." It’s the same net amount, but it feels better for the franchisee to be consistent. In the first year, they do $20,000 for the grand opening and then a weekly ongoing contribution that goes right back into their territory.Powills: I’ll give you a counter-viewpoint. I like the bigger number, but I’d define "grand opening" as the whole first year, with each service line having its own "opening" based on seasonality. That way you’re budgeting $10k per service line to celebrate with the community. These are only seven-figure businesses if you put in seven-figure energy.Stoness: It actually works out to be the same number; it’s just dripping in throughout the year. For the grand opening, we encourage franchisees to pick their favorite charities, show up, and execute. Doing good for good's sake almost always drives business back.Powills: You’re building the right story. Going from two to 50 is great, and you have the right mentality. You’re putting scaffolding around the franchisee to protect your reputation and help them get where they want to go.Stoness:&nbsp;All that matters at the end of the day is unit-level success. The rest of the story writes itself.Powills: If franchisees are winning, it’s easy. I once had a franchisor say he wanted 20 deals on the same budget he used for 10. I told him it would take a franchisee 12 years to pay off the investment at that rate, and it wouldn't happen. He ended up doing 11 deals. Franchisors sometimes play not to lose rather than playing to win. A long-term game plan has a tremendous ROI.Stoness: My "Big Hairy Audacious Goal" is to be a hundred-million-dollar system. People ask how many franchisees that will take, and I say as few as possible. I want those dollars flowing through our franchisees' bank accounts. That’s how we win.Powills: The math works: four business lines, seven-figure businesses. Chris, thanks for doing this and congratulations on the success. We’ll check back in two years.Stoness: I appreciate you, Nick. Thanks, brother.Watch the full interview&nbsp;<a href="https://www.youtube.com/live/SzkmBfjaqEk?si=zOz9vjUMbHB8Wtt5">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sparkle-squad">https://1851franchise.com/sparkle-squad</a>.&nbsp;&nbsp;

The window cleaning and exterior cleaning franchise is focused intently on franchisee success as founder and CEO Chris Stoness works toward building a $100M royalty system.

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<a href="http://meltingpotfranchise.com">Melting Pot</a>, the 93-unit fondue franchise, recently celebrated its 50th anniversary. As it continues strategic growth nationwide and looks toward its next 50 years,&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot’s</a> loyal fan base, hospitality focus and unique dining experience set the stage for its continued success. While many brands are measuring success by the speed of the drive-thru or the efficiency of an online order, Melting Pot is doubling down on the human element — something its leadership team knows technology will never be able to replicate. By leaning into its “superpower” and owning the Perfect Night Out, Melting Pot has nurtured a brand that creates lifelong memories and is passed down through generations.“Melting Pot is a restaurant, but it is so experiential and unique that we are filling more than an appetite. We are satisfying a craving for a unique social dining experience,”&nbsp;<a href="https://www.linkedin.com/in/dan-stone-cfe-b6b2808">Dan Stone</a>, chief business officer, told 1851 Franchise publisher&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> on a&nbsp;<a href="https://www.youtube.com/live/9FYPdaORvEw">recent episode of the “Meet the Franchise” podcast</a>. “You look at a typical table and the kids are not on their phones or tablets. If they do have a phone out, it’s because they are filming the magic happening at the table. They are very engaged with one another.”After its 1975 founding, Melting Pot quickly grew to be synonymous with fondue dining across the U.S. and is still known for the multi-course, communal dining experience it provides today. In recent years, the leadership team has embraced changes that keep Melting Pot current like modernizing the interior design and adjusting the menu to include items that feel more approachable for “just because” visits, but the heart of the brand has stayed true.“Our brand’s purpose is celebrating life with the people you care about,” Stone said. “People don’t buy what you do; they buy why you do it.&nbsp;What we do is fondue. And that drives our engine. We’re better than anybody on a national scale at fondue. But the&nbsp;why we do it is to celebrate life, and that can be anything from a report card to a birthday or 10-year anniversary.”With over 90 locations in more than 30 states, Melting Pot offers a unique proposition for entrepreneurs: a restaurant model that is known and cherished among guests nationwide, and one that prioritizes leadership capacity and hospitality spirit over specific restaurant experience in its prospective owners. As the brand looks forward to its upcoming growth and considers what the next 50 years may hold, the strategy is simple. While Melting Pot will implement new tools and technologies and adapt to the changing business landscape as needed, it won’t forget its heart. Maintaining a focus on its niche, Melting Pot proves that, in a crowded food service landscape, being in a category of one is the ultimate competitive advantage.A transcript of Stone’s interview with Powills appears below. It has been edited for content, brevity and style.Nick Powills: All right, Dan, I like to start with you, and then we'll get into the brand. Question one is scripted; everything else is not. But I know you have a great story. How did you accidentally fall into franchising? What is your franchise backstory?Dan Stone: I’ll keep a long story short. I am obsessed with roller coasters and theme parks and have been since I was a kid. I wanted to major in theme park management, so I went to my guidance counselor in high school to figure out what colleges offered it. I was really disappointed to learn that didn't exist, and the closest thing to it was hospitality management — hotel and restaurant management.I went to school for hotel and restaurant management, and for the first 10 years of my career, I worked for a hotel management company. Most hotel brands are franchised, so we managed hotels for owners who were franchising Marriott, Embassy Suites, Hilton and other brands. That was my exposure and introduction to franchising. I then took my franchise and food and beverage background from the hotel side to Melting Pot when I joined nearly 20 years ago.Powills: That’s crazy. Before I get to Melting Pot, I’m curious — and this relates back to what franchisees and even what I go through — I wanted to be a baseball player who rode a motorcycle. I had to be good at baseball for that to happen, so it wasn't going to happen. But you have this dream. There are games like RollerCoaster Tycoon that allow you to build your theme parks. Flash forward: How do you let go of that dream and let it evolve into a 20-year career at Melting Pot and still look in the mirror in the morning and say, "I did live my dream"? How do you go through that mentally?Stone: Great question. Obviously, I’m not managing a theme park today, but I have manifested elements of that dream by making a point to travel, visit theme parks, ride new roller coasters, and stay up to date with the industry. The dream has become more of a passion and a hobby outside of work.The hospitality industry is very similar to a theme park. While I’m not managing roller coasters, I am very much in the people business; I just happen to be in the business of fondue versus thrill rides. If you strip that away, most everything else is the same. It’s about managing people, getting the right people on the team, and delivering an experience to the customer that they’ll never forget. Melting Pot is so experience-based that the dream shifted. I’m still satisfied 20 years later with this detour and how I’m getting my theme park fix.Powills: If I think about the feeling a human gets from a theme park or a roller coaster, it’s an emotion. Restaurant brands that can deliver a similar emotion create a memory, and a memory is what eventually brings them back or builds an affinity for the brand. Even though a bite of food is not the same as a ride, there are a lot of similarities.When I accidentally fell into franchising as a journalist, I found it fascinating that almost everyone who bought a franchise had to go through some sort of pain or breakthrough to say, "I’m going to quit my job and open a business for myself." I found it rewarding to find a similarity in my passions so that I wouldn't have regret. Food and hospitality must align with the experience of a theme park or a roller coaster to work, right?Stone: Absolutely. In a typical restaurant, most guests are there primarily to fill a need and satisfy an appetite. Their body says it’s time to consume, so they go eat. That drives a lot of dining out. Melting Pot is a restaurant, but it is so experiential and unique that we are filling more than an appetite. We are satisfying a craving for a unique social dining experience.You look at a typical table and the kids are not on their phones or tablets. If they do have a phone out, it’s because they are filming the magic happening at the table. They are very engaged with one another. In a typical restaurant, the kids feel like it’s the last place they want to be; they aren't having conversations with their family. That is the magic of Melting Pot.Powills: I didn't know your affinity for theme parks. That experience is part of the magic a franchise buyer sees when they buy into Melting Pot. They see something different. You can see it when the kids are engaging at a table and not stuck on a phone. They aren't just going there to feed an appetite; they're going there to feed the emotion.Stone: Exactly. Our brand’s purpose is celebrating life with the people you care about. I remember the Simon Sinek TED Talk about starting with the "why." People don't buy what you do; they buy why you do it. Why we do what we do is celebrating life; what we do is fondue. We are better than anyone on a national scale in fondue, but the "why" we do it is to celebrate life, and that can be anything from a report card to a birthday or 10-year anniversary.So many guests get engaged at Melting Pot because their first date was there. We see them every year on their anniversary. Our franchise owners have an opportunity to be a part of milestone moments that people keep forever. The emotional connection our brand has with our guests is truly something special. The people who join our system are energized by enhancing whatever occasion someone chooses Melting Pot for. That’s how the brand continues to grow 50-plus years later. There are not many brands that have been around 50 years, particularly in the restaurant space.Powills: I think about my own Melting Pot experience. I love it, and I used it as my "date spot" early on. I can go back to a memory instantly. I like Olive Garden, but there is no memory there other than a recognition that I enjoyed the taste.The challenge is that while I have great affinity, Melting Pot is not in the normal mix for me due to proximity or my schedule. How does a brand like this take the stickiness of that memory into the next 50 years?Stone: It is a double-edged sword. When Melting Pot is your special occasion place, we see you every anniversary like clockwork. The flip side is that some guests don't want to dilute that destination by going on a Tuesday night. We own the fact that we are a special occasion restaurant; we would rather have that consistency every year than a hot-and-cold customer.The challenge in a competitive landscape is to attract new customers who also choose us as their special occasion restaurant. Because we aren't a concept where the average guest comes once a month, we must ensure we deliver on the "Perfect Night Out"—our service mantra—so they return for the next occasion. It often permeates into other occasions, like a child’s Sweet 16.Powills: It’s a volume play. A theme park only works if you have that continuing build-up. It turns into a challenge to reintroduce the brand to customers and say, "You haven't been here in a year and a half; come back for X, Y or Z because we have a new ride." It turns into a volume game.Stone: 100%. Universal and Disney are good for each other because they try to outdo each other with new attractions, which is good for Orlando as a whole. Rising tides lift all boats. We need to continue giving guests reasons to come back because there is no shortage of options or larger brands with commercials on TV.Over the last six years, we’ve focused on a major remodel and refresh of our restaurants called "Melting Pot Evolution." It is the single biggest investment into the brand’s physical plant to stay relevant with today’s and tomorrow's consumers. That includes a refreshed logo, changes to the menu, and approachable areas of the restaurant so you don't need a major occasion to visit. We are nearing the completion of that evolution, with about 15 stores left out of nearly 100 set to finish this year.On the food and beverage side, we are focusing more on food trends. We did a Dubai chocolate fondue this past year, and we now have a cadence for food trends. We are also introducing seasonal "Big Night Out" menus — our most popular four-course experience — to offer limited-time flavor profiles.Powills: If Melting Pot is around 50 years from now, what do you think the next big "X" factor is?Stone: If Melting Pot stays true to its North Star and its superpower—which is fondue—it will be around for the next 50 years. If we try to be all things to all people and dilute our superpower, it will water down the magic and weaken our differentiation. For me, it’s not about a 90-degree turn; it’s about honoring our niche. Don't apologize for it; lean into it.Powills: I agree. It’s like the scene in Apollo 13 where they throw everything on the table and say, "This is what we have to get the boys home." If we look at the menu, you can get it all at Melting Pot, plus the experiential side.There is also the opportunity with "kids of kids." After 50 years, we remind the next generation of what it felt like to be a kid in Melting Pot. Now it’s your turn to hand that experience down to your child.Stone: Two things on that. First, on innovation: The cheese course is where most guests start. What if the entree is served with cheese and you dip your proteins into it? That’s using the existing menu but offering it in a way that is not traditionally done.Second, on the nostalgia: A lot of people love Disney World because of the memories they created as a kid. If you go for the first time as an adult, there’s a disconnect. At Melting Pot, kids are actually encouraged to play with their food. They love it for homecoming, prom, and graduations. We might lose them a bit in college when they are on a budget, but they re-engage as young professionals and then bring their own kids. It’s an interesting cycle.Powills: I want to swing into the franchise positioning. What is the value to a franchisee looking at this opportunity?Stone: We do not require a restaurant background. Despite being a restaurant with high-level service and a healthy check average, you do not need to be a restaurateur or a chef. The guest does the cooking. You need to be people-oriented. We are in the people business; we just happen to serve fondue.Having an entrepreneurial spirit is important — someone who can become the "mayor" of their community. As a brand, we gave over $1.2 million to St. Jude Children's Research Hospital this year. We believe in giving back. Franchising is about being in business for yourself, but not by yourself.Melting Pot won't be on every street corner. This is not a burger, pizza, or sandwich shop. In many markets, one or two locations fill the need. You have an opportunity to own something truly unique that isn't a cookie-cutter concept. You can own the only one in your entire metro area.Powills: It’s more than a "widget." It takes a special buyer. On the positive side, you're in a category of one; on the negative side, you're in a category of one.Transparency and expectation-setting are critical in business. The only way you get to 50 years with franchisees who stay in the system and advocate for the brand is if you set expectations. You've done a tremendous job with the customer, the community, and the franchisee. If you've ever thought about owning something where you feel good about it, it costs nothing to reach out. Any closing thoughts?Stone: If we do not have a Melting Pot in your backyard, I encourage you to check out our locations during your travels. We are in 32 states, coast to coast. There is nothing quite like the experience itself; words cannot properly capture it.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/live/9FYPdaORvEw">YouTube</a>. To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/meltingpot">https://1851franchise.com/meltingpot</a>.&nbsp;

In a landscape where many brands prioritize speed and technology over the guest experience, the iconic fondue franchise is staying true to its hospitality roots and experiential dining model.

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