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<a href="https://www.linkedin.com/in/tymcbrideokc/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Ty McBride</a>, co-founder and CEO of&nbsp;<a href="https://gopreservan.com/start-a-franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Preservan</a>, decided to franchise the business with a clear vision of local ownership driving growth. Initially operating as a historic preservation contracting company, McBride and his business partner,&nbsp;<a href="https://www.linkedin.com/in/morgan-reinart-b03450140/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Morgan Reinart</a>, recognized the potential of their specialized wood rot repair service to expand beyond their current operations.&nbsp;“We kept asking ourselves, ‘How do we get a manager in DFW or Kansas City to treat people like neighbors?’” McBride said. “It’s about ownership. When we treat people like neighbors, it’s because we’re owners. We knew that local ownership was going to be the best strategy for us, and that’s what led us to franchising.”McBride explains that their decision to franchise was driven by a commitment to community involvement, seeking franchisees who are passionate about their cities and eager to serve. “I’m looking for people who are passionate about their cities, who know the cool pocket neighborhoods and restaurants,” he said. “They don’t have to have lived there for a hundred years, but they need to be on fire for their city, excited about serving and creating neighbors.” This focus on local ownership and community engagement has been a cornerstone of&nbsp;<a href="https://1851franchise.com/preservan/info">Preservan’s</a> franchising strategy, allowing them to build a brand that resonates deeply with both franchisees and customers.To help demystify the process, 1851 Franchise spoke with McBride about his journey to franchising and his advice for others looking to follow a similar path.&nbsp;A transcript of the interview has been provided below. It has been edited for clarity, brevity and style.1851 Franchise: Let’s start with an easy one. Why did you decide to franchise Preservan?Ty McBride: The real reason we decided to franchise Preservan, my business partner and I — who primarily acts as our operations guy — was that we began with the end in mind. We had a historic preservation contracting company, and we had this really amazing service inside it that did wood rot repair. We wanted to grow that service because we realized it had potential beyond what we were currently using it for. We saw an opportunity to expand it on a regional or even national level.&nbsp;When we looked at how to grow it, we knew it was about capital and people — how much money it would take and the people required. What got us excited was the idea of growing through local ownership. That led us to franchising. It wasn’t just about being local but being involved in the community. We always said, “We don’t have customers; we have neighbors.” We kept asking ourselves, “How do we get a manager in DFW or Kansas City to treat people like neighbors?” It’s about ownership. When we treat people like neighbors, it’s because we’re owners. We knew that local ownership was going to be the best strategy for us, and that’s what led us to franchising. Franchising, when done the right way, is about growing an enterprise through local ownership.1851: It sounds like being involved in the community is a prerequisite for your franchisees. Is that something you look for?McBride: Absolutely. I was recently on a call with a consultant who asked me what I want to know about a person before continuing in the development process. The first question I ask is, “What do you love about the area you live in, and why do you want to serve it?” I’m looking for people who are passionate about their cities, who know the cool pocket neighborhoods and restaurants. They don’t have to have lived there for a hundred years, but they need to be on fire for their city, excited about serving and creating neighbors.The other thing I want to know is why, at this moment in their life, they want to start an entrepreneurial journey. It’s not going to be easy, so I want to make sure they’re doing it for the right reasons and that they’ve thought about both the positives and the negatives so they’re in the right mindset and prepared to embark on this journey.1851: Preservan has a really unique offering that fills a void in the restoration and repair industry. Were you ever concerned about the long-term viability of your business and your ability to maintain steady interest from prospective investors?McBride: No, I’ve never been concerned about that. It might sound bold, but what we fix is as guaranteed as death and taxes. Wood deteriorates — rot and termites literally grow on trees, and wood makes our homes and buildings beautiful. Wood windows, doors, shutters — all these features are major issues when they start to deteriorate. We knew this from owning and operating a historic preservation contracting firm. Even in newer houses, wood is deteriorating faster due to the development of sustainable wood sources, so we understood the data behind this.In addition, we understood the research behind our service. We didn’t necessarily come up with the idea of repairing wood with epoxy. It’s something that’s been heavily researched and implemented in the historic preservation space since the mid-60s.1851: It’s proprietary though, right? The process you guys use isn’t really used by anybody else?McBride: There are a number of historic preservation data briefs on it, and this process has been used at Monticello, Mount Vernon, the Statue of Liberty and countless other landmark buildings. But yes, the process we’ve developed is unique to us.1851: What advice would you give to someone who’s thinking about franchising their business? Let’s say they come to you with a blank slate — how should they get started? What would they need to do?McBride: There are a couple of things I would say. In my opinion, you need to bring something unique to the market. There are a lot of mature players in various spaces, and if you’re just another copycat brand — like another burger joint, for example — you’ll have a hard time gaining traction. So, you need a unique spin on whatever it is you’re bringing to the market.Specifically, in the home service space, I’d encourage someone to have something backed by technology. I don’t mean just AI, CRMs and all that — though those are necessary, of course. I’m talking about the technology behind the service. Whether you’re in painting, power washing or something else, having a technological element that makes your service better than the rest is crucial. There are some really cool things happening in this space, and Preservan is part of a group of brands leveraging material and construction technology in the home service space.1851: Franchising is kind of a team sport, and it’s not something you can do on your own. What steps did you take when researching and selecting the professionals you were going to work with? How did you go about gathering your team?McBride: The first thing I did was get introduced to the idea of franchising through&nbsp;<a href="https://www.michaelegerbercompanies.com/product/the-e-myth-revisited/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">“The E-Myth”</a> by&nbsp;<a href="https://www.linkedin.com/in/michaelegerber/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Michael Gerber</a>. That was the first place I thought, “That’s it.” I read everything I could about franchising — there aren’t a lot of books on it, so it didn’t take long. I started listening to podcasts as well.For me, the most critical part, outside of having a good operation in your prototype, is the partner. The next step is finding the right legal partner because franchising is a legal structure for growing your business. You need the right legal partner. I took every phone call, filled out every form and talked to all kinds of people.A lot of the conversations I had were with people who said, “We’re going to do all these things for you — build manuals, do this, do that. We also have someone who will help you with the franchise attorney part, the legal side of creating the&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-what-is-an-fdd-2724901">FDD [franchise disclosure document]</a> and the franchise agreement.” But for me, I chose a different path — I decided to go legal first. I talked to lawyers first and said, “Here’s what we’re going to do. If this is a legal entity, I’m going to talk to lawyers first.” I listened to a couple of them on podcasts, specifically&nbsp;<a href="https://www.linkedin.com/in/joshfbrown/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Josh Brown</a> and&nbsp;<a href="https://www.linkedin.com/in/charles-internicola-42506910/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">Charles Internicola</a>, and I learned so much from the legal aspect.Working with Charles, I understood that the FDD is a document that not only protects the franchise and the system but also helps evaluate the business. He understood the value of a great&nbsp;<a href="https://1851franchise.com/how-to-buy-a-franchise-exploring-item-19-of-the-fdd-2724955">Item 19</a>, a great&nbsp;<a href="https://1851franchise.com/the-most-important-items-in-an-fdd-item-7-initial-costs-2712071#stories">Item 7</a> and a great&nbsp;<a href="https://1851franchise.com/franchise-territories-and-exclusivity-agreements-2726485">territory structure</a>. He helped us build something unique that gave potential franchisees the information they needed and gave us a platform for growth. The rest of it kind of came from the legal document. So, I think landing the legal component of your franchise is critical. A good franchise attorney who understands franchising can evaluate whether or not you have a viable business for franchising.1851: What’s one thing about the franchise process that you wish you’d known a couple of years ago when you were first starting?McBride: I’d say that I felt obligated to have some friends or family do this first. I’d say to anyone thinking about franchising their business, you’ve got to prove it a little bit with someone who knows you and is willing to sign on with you. That’s Capital Raising 101 — you’ve got to do a friends and family round, and with franchising, it’s essentially the same. We did three right off the bat, and they were essentially friends and family. None were technically family, but they were all people who knew us in the business space and trusted that we had the vision and capacity to build this thing out.As Charles talks about, there’s a seasoning period where you have these three, you work out the kinks, and you might add one or two more. You’re really focused on seasoning that brand out. That was the kind of advice I was given — not the idea that you’re going to go from zero to 100 in 12 months. It’s cool when others do it, and I love watching others on that journey, but it’s probably not what it’s going to look like for most of us following this other path. I think focusing on building strong relationships with our early adopting franchisees was key.Another thing I didn’t realize early on was the importance of&nbsp;<a href="https://1851franchise.com/the-pros-and-cons-of-using-franchise-brokers-2719196#stories">broker networks</a>. I wish I had started that process earlier. Not all brands are great for broker networks, but ours is. Starting that process is a long one. You might think you throw it out there and brokers will start talking about your business and selling it, but that’s not how it works. It’s a lot of hustle, phone calls and grinding.&nbsp;Another thing I didn’t quite realize is that, as an emerging brand, you have to be careful because you’ll feel at times like the vultures are swarming you. There are a lot of people out there who want $1,500, $2,000, $5,000 a month and will make you a lot of promises. As an entrepreneur and founder, you’re super passionate about your brand, and it’s really hard because they’ll sell you on how they’re going to take your brand to the next level. It’s really hard to go slow. I’m fortunate that I got good advice early on to keep me from going down too many of those paths. I’ve talked to other startup emerging brands who didn’t get that advice early, and they gave up all the capital it takes to get started because it does take quite a bit of capital. You really need that money to support your franchisees, not give it all away.1851: Is there anything I’ve neglected to ask you that you feel compelled to share?McBride: I think you have to come prepared with the right amount of capital to franchise your business. Realistically speaking, your corporate location is going to have to be highly profitable to help sustain this, and you may need $200,000 to $500,000 to get this thing stood up.&nbsp;Of course, different franchise models with different revenue streams are going to vary, but I think it’s realistic to expect that kind of capital to stand up a brand. That’s something there’s no way around. We modeled that out before we got started, and I think that helped us also not get “commission breath” because the scary thing is when you start getting leads and potential franchisees, you might award the wrong thing because you need money to survive as a franchise. That’s not a healthy place to be in if you want to grow and support your franchisees and build something sustainable long-term.Growing and selling franchises is difficult. No great franchise did it alone. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchising-a-business-qa-with-ty-mcbride-ceo-of-preservan-2727050" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

Franchising a Business - Preservan CEO Ty McBride - Q&A - 1851 Franchise

Franchising a Business: A Guide with Advice from Preservan

1851 Franchise

McBride discusses how he came to franchise his business, muses on some of the key lessons he learned along the way and offers advice for others considering the franchise model.

Guide To Franchising Your Business: Q&A With Ty McBride, CEO of Preservan

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At&nbsp;<a href="https://hellomainland.com/">Mainland</a>, everything starts with real people. The team focuses on who a brand is trying to reach and builds content around what matters to them. That carries into The Buzz Factory, which is designed to turn interest into real conversations with potential franchisees.Instead of pushing out generic messaging, brands are able to connect with the right audience from the start. The result is stronger engagement and more relevant conversations with prospective franchisees.<h2>What Traditional Blanket Franchise Marketing Gets Wrong</h2>Traditional franchise marketing often begins without a clear picture of who the brand is trying to reach. Campaigns are designed to appeal to everyone, which usually means they don’t connect with anyone in a meaningful way. Without a strong SEO or GEO strategy, brands also miss key moments when potential franchisees are actively searching.National campaigns aren’t always effective for individual locations. Franchisees still need a way to connect with customers in their own markets. Without focusing on the people behind the brand, marketing doesn’t resonate enough.&nbsp;<h2>How Mainland’s Approach Is Different</h2>Mainland takes a different path by building its strategy around people first, not just brand messaging. Instead of generic campaigns, the focus is on real stories, highlighting the operators, career changers and entrepreneurs behind each brand. That mindset is backed by a “nothing is impossible” approach, where creativity and persistence drive how opportunities are uncovered and amplified.“A lot of times, the franchisees we’re working with will come on the call and say, ‘I don't know why you want to talk to me. My story is not that interesting.’ There's a level of fulfillment and satisfaction in being able to see them see themselves in someone else's eyes and realizing what their story can mean and can do. It’s really fun,” said&nbsp;<a href="https://www.linkedin.com/in/morgan-wood1">Morgan Wood</a>, content manager at Mainland. “Everyone has a story. We just have to get to it.”That storytelling is combined with a strong digital and media engine that makes sure the content reaches the right people at the right time. Every effort is tied to measurable results, from readership and engagement to lead quality and conversion.<h2>The Five Pillars of the Buzz Factory Process</h2>The repeatable process is designed to move prospects into action. Here are the five pillars that Mainland uses to reach people:<h4>Pillar 1: We Find the Right People in the Right Market</h4>At the top of the funnel, Mainland operates as a true media engine, using industry-wide editorial to consistently attract qualified readers who are already interested in franchising. Mainland co-founder&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> saw that modern growth requires more than PR and ads. Brands need a media engine that works constantly to educate and attract the right audience. That thinking led to the creation of<a href="https://1851franchise.com/">&nbsp;1851 Franchise</a> and its sister platforms<a href="https://estatenvy.com/">&nbsp;Estatenvy</a>,<a href="https://stachecow.com/">&nbsp;StacheCow</a> and<a href="https://room1903.com/">&nbsp;Room 1903</a>, built as ecosystems designed to drive franchise growth.“These platforms are what we call growth media engines,” Powills said. “They’re not traditional publications and they’re not marketing channels. They sit in the middle. Each platform is designed to help an industry control its narrative, educate its market and create a consistent drumbeat of credibility around the brands that are growing within it.”Traffic is consistent, with more than 34,000 visits each week and about 125 readers every 30 minutes. Instead of chasing leads, the focus is on creating content that draws in the right audience over time.<h4>Pillar 2: We Introduce Them to Franchising</h4>Mainland brings prospects into franchising through story-driven content that feels relatable and real. Instead of leading with a sales pitch, the focus is on narratives like career changes, life transitions and personal motivations that reflect where potential franchisees are in their own journey.“Being able to see the kind of person that's doing it, and, no matter who you are, there's someone who has a similar background or that you can relate to in some way, that has done it,” Wood said. “I think putting that out there makes people curious. And then you click in, and it's their life story and their experiences. The reader likely doesn’t know this person, specifically, but it’s possible they have very similar experiences.”This approach builds an emotional connection first, making the idea of franchising feel both accessible and attainable before any direct selling begins.<h4>Pillar 3: We Introduce Them to Your Brand</h4>Once interest in franchising is established, Mainland introduces prospects to specific brands through lists, awards and rankings that position them within the broader industry. From there, dedicated brand pages give readers a deeper look, offering the context and information they need to stay engaged. This step moves prospects from general curiosity into active consideration.“When brands partner with Mainland and our platforms, they’re essentially building a living archive of their growth story, leadership insights, franchisee success stories, expansion announcements and industry expertise,” Powills said. “When a candidate starts researching the opportunity, they don’t find one article. They find a narrative. And in franchising, the brands with the strongest narrative usually win.”<h4>Pillar 4: We Amplify Your Story to Reach Similar Prospects</h4>Mainland expands a brand’s reach through paid media and its proprietary digital ad service, AMPD, targeting the audiences most likely to be a fit. AMPD blends social and pay-per-click advertising to place content in front of the right people, supported by placements across key platforms and media coverage ranging from TV segments to local publications. Retargeting also helps keep the brand visible to people who have already shown interest as they continue evaluating their options.One example is Mainland’s<a href="https://1851franchise.com/mainland/two-men-and-a-truck-mainland-pr-strategy-2025-2731775#featured">&nbsp;long-running work with TWO MEN AND A TRUCK®</a>. Since 2013, the partnership has grown into a steady stream of national and local coverage, including 176 media placements in 2025.Mainland has helped share franchisee stories with a wider audience, with coverage on outlets like FOX Business and CNBC. It has also supported local efforts to build awareness in each market.<a href="https://1851franchise.com/mainland/laynes-chicken-fingers-mainland-franchise-assessment-growth-2731520#stories">Layne’s Chicken Fingers</a> is another great example. Through a combination of earned media and targeted visibility, Mainland helped position the brand in both national outlets like QSR Magazine and local TV markets ahead of new openings."I’m not an expert in getting leads or PR. But I know how to sell and I believe in our brand," said&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a>, Layne’s chief operating officer. "I rely on Mainland to come up with the ideas. ‘How am I going to achieve my goal?’"Layne’s saw steady development as awareness grew, including a 110% increase in its footprint in 2025 and several multi-unit deals.<h4>Pillar 5: We Analyze the Data to Inform Strategy</h4>Each step is guided by data, using tools like Google Analytics and campaign results to see what is and isn’t working. Those insights are reviewed in monthly calls with account managers.For example,&nbsp;<a href="http://linkedin.com/in/juliemaw1">Julie Maw,</a> vice president of account management for Mainland, has used performance data from webinar registrations to help identify the best time of year to host a campaign, improving return on investment. Instead of relying on assumptions, each next step is guided by real-time insights and proven results.<h2>What the Process Looks Like in Practice</h2>Here is how the Buzz Factory Process comes to life, step by step, turning strategy into execution.<h4>Custom Landing Page</h4>On the front end of the magazine, we focus on bringing qualified, focused readers into the funnel. We do this through unpaid editorial that covers the complete industry. Then, we guide them to your brand.<h4>Custom Content</h4>We then start to build your “why you/why now” through content, video, research and aggregated media coverage. An active newsroom will give your brand's audience news and information designed to motivate them as they become comfortable with the idea of working with your brand.<h4>Aggregated Content</h4>A branded newsroom would not be complete without other stories created by journalists. That’s why Mainland aggregates important news from other media sources. This is valuable for a few reasons. First, we can link directly to your site, so when we amplify the story, we can guide the user directly to the next step: inquiry. Second, this extends your credibility. Third, we can add to existing press coverage by including a quote, video or update. We can also take articles you wish you had been included in, and add you to the story.<h4>AMPD (Paid Media)</h4>AMPD is how Mainland puts content in front of the right audience. Once the target personas and markets are defined, campaigns are built across platforms like Google, Facebook, LinkedIn and retargeting channels to reach people who are most likely to be a fit.Instead of pushing broad ads, the focus is on placing the right content in front of the right people and staying in front of them as they continue to explore the opportunity.<h4>CRM Integration</h4>Then, Mainland integrates into your sales process. This could be drip campaigns, counter content, marketing collateral or something as simple as your own internal magazine.<h4>Social Distribution</h4>Now, Mainland taps into your brand’s distribution sources to increase the readership of your content. This could be shared on your Facebook or LinkedIn pages, or even on your website through our news widget tool.<h4>Real-Time Analytics</h4>This step includes arguably the most important feature, which is data. Through measurement and data, Mainland can get a sense of which content has the highest engagement, which demographics are engaging with it, where they are, which days they read your content and more.We also give you AMPD data through our API integration with Google, LinkedIn and Facebook for real-time data on your ad campaigns, in addition to the monthly reporting feature.<h4>Strategic Account Manager</h4>Most tech platforms stop there. We didn’t. We integrated humans back into the process. Why? Business development is tough, and we want to make sure you have someone to help you identify your goals and create action plans to solve them. From here, we build momentum by sharing your story across the web so the right people can find your “why you/why now,” learn about your brand and take action.<h2>The Buzz Factory Is a System, Not a Campaign</h2>The Buzz Factory Process isn’t a one-time campaign. It’s a system designed to consistently attract, engage and convert the right audience over time. By combining content, amplification and data, Mainland creates a repeatable way to grow. Brands that follow this approach generate more than just leads; they build momentum.To learn more about working with Mainland, visit&nbsp;<a href="https://hellomainland.com/.">https://hellomainland.com/.</a>&nbsp;

Mainland’s five-step process replaces outdated blanket marketing with a targeted, data-driven system that attracts, educates and converts the right franchise candidates.

The Buzz Factory Blueprint: How Mainland Amplifies Brand Narratives By Leaving Traditional Blanket Marketing Behind

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image of woofies brand page deep dive image from 1851 franchise

Franchise Opportunity Deep Dive: A mobile pet care franchise offering mobile pet grooming, dog walking and pet sitting, plus Bed & Biscuit overnight care and optional vet telehealth referrals.

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Most franchise brands are still treating artificial intelligence like a side topic, which is a mistake. AI is already shaping how franchise candidates discover and evaluate brands. Whether franchisors are actively participating or not, AI is beginning to shape the narrative around them. That means brands that fail to create the right content and signals now risk being left out of the conversation entirely.The good news is that this is still an early window. Brands do not need to outspend everyone else. They need a better plan.“AI is creating your narrative now, whether you are contributing or entering the room or the arena or not,”&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a>, chief strategy officer at&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a>, said in a recent&nbsp;<a href="https://www.youtube.com/watch?v=ioHyPcKWkLo">podcast</a>. “So you need to understand what it’s saying about you.”<h2>Start by Seeing What AI Already Says About Your Brand</h2>Before creating anything new, franchisors need to understand their current position. Ask AI the same kinds of questions a candidate would ask. That means prompts such as:<ul><li>Is this the right franchise for me?</li><li>What are the pros and cons of owning this brand?</li><li>What are the risks?</li><li>What are the blind spots?</li><li>How does this brand compare to others in the category?</li></ul>This gives franchisors a starting point. It shows what story is already being told, where the gaps are and how difficult it may be to reshape that perception.“You’re not gonna be able to change it overnight,” Powills said. “But now you guys are building a game plan to enter the arena in the narrative.”<h2>Fix the Foundational Elements on Your Website First</h2>Many brands jump straight to more content without fixing the basics. But the first priority should be simple, foundational website updates that help AI understand the brand. That starts with an AI-ready anchor statement in the footer and on key pages.&nbsp;“If you're just getting started, what is the one foundational page you're going to create on your website that AI is going to use as authoritative and feed that story?” said&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a>, CEO of&nbsp;<a href="https://1851franchise.com/goodspark/info">GoodSpark</a>. “So if I were a franchisor and I'm just getting started, let's create that AI-driven narrative page: what the brand is, when it was founded, who it serves, what makes it unique, why it's a compelling opportunity and then facts all related to the franchise.”&nbsp;Some franchise brands may have a decent sales pitch, but they have not framed their opportunity in a way that helps AI compare them to other concepts, which is very different from how a human evaluates. A human buyer may respond to brand purpose, emotion and transformation, but AI reads that story differently.“AI is going to be very linear. It’s going to look at category, intent, buyer, fit and outcome signals,” Internicola said.&nbsp;In practice, that means franchisors need content that answers questions such as:<ul><li>What category does this brand fit into?</li><li>Who is the ideal franchisee?</li><li>What problems does the business solve?</li><li>What are the alternatives?</li><li>Why is this opportunity stronger than other franchise paths a buyer may be considering?</li></ul>If the brand does not provide those answers, AI will fill in the blanks from whatever it can find.<h2>Stop Relying on Generic AI Content</h2>According to Internicola, there’s a sharp line between strategic AI use and lazy AI use.&nbsp;“What I’m seeing right now is that AI is giving brands immense tools to deploy if they use it the right way,” he said. “The wrong way is creating generic AI content, being lazy and flooding websites and web pages with AI content. I think that's sort of like a killing field. We're going to group everyone in this bucket of AI, and from a visibility standpoint and a marketing standpoint, they're going to get hurt there.”&nbsp;That kind of content may create volume, but it does not create authority. And over time, it can make a brand less credible, not more. Content needs to be thoughtful, specific and tied to real buyer questions.That means brands should publish thoughtful material around subjects candidates are actually trying to understand, including category education, alternative business models, growth challenges and signs of success.“What does success look like for home service franchisees or for restaurant franchisees or QSR franchisees? Because now that's not an article that's specific to your brand. That's industrywide,” Internicola said. “If someone's seeking another brand or evaluating whether it's profitable to own a restaurant, if you're giving that industry information, your brand's going to come into the story.”&nbsp;<h2>Use Video, But Do Not Stop at Video</h2>Video still matters, especially when it captures genuine, unscripted language. But video works better when it is paired with text, structured context and clear distribution. AI picks up genuine remarks made in conversation and uses them to understand the brand.“That's why brand story at the foundational level — who you are, why you, why now, how you help franchisees — that all needs to be there and genuine, and then you build the story around it, and then you optimize it for AI,” Internicola said.&nbsp;<h2>Put Your Content to Work After You Publish It</h2>Publishing alone is not enough without distribution across LinkedIn, YouTube, drip campaigns and internal sharing.“Now I need to make sure it's not trees falling in the woods,” Powills said. “You take a piece of content, you put it to work. It's not necessarily about where you tell [your story]. It's about how you tell it. Is it in-depth? Is it exciting? And then secondly, how do you distribute it and create some noise around it?”<h2>Focus on Consistency, Depth and Credibility</h2>Volume alone will not win, but neither will one or two isolated thought pieces. Brands need consistency, depth and repetition around the right topics.“And then also validation through third-party sources, where AI sees repetition of what's being put out there,” Internicola said. “I think the biggest problem is brands and businesses that put it on autopilot. They're mass generating content. They're not going to get the results because they're not correlating the brand messaging the right way.”AI may still be changing in real time, but it’s already clear that brands that are not shaping their own story are leaving that job to everyone else. And in franchise development, that is a dangerous place to be.Watch the full podcast&nbsp;<a href="https://www.youtube.com/watch?v=ioHyPcKWkLo">here</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;

Franchisors that want to stay competitive need a clearer AI content strategy, stronger brand positioning and content that helps candidates evaluate the opportunity.

Why Franchise Brands Are Becoming Invisible in AI Search and What to Do About It

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Franchise sales are changing quickly as AI becomes a more active part of how candidates research brands. Prospective franchisees are using tools like ChatGPT and Gemini to ask about investment levels, risks and brand differences before they ever speak with a franchisor. Research that once played out through brokers, discovery days or website visits is now happening in real time through AI responses.“Step one is understanding your current footprint,” said&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a>, chief growth officer at&nbsp;<a href="https://hellomainland.com/">Mainland</a> and chief strategy officer at&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a>, on a&nbsp;<a href="https://www.youtube.com/watch?v=5uPCdn9Ht4w">recent podcast</a>. “There are general searches you can run in Gemini, ChatGPT and Claude. Ask if your franchise is a good franchise, and you’ll get an answer. Then ask what the potential gaps are, and you’ll get that answer back as well.”The challenge is that AI is doing more than repeating what is already out there. It is making connections, drawing comparisons and helping shape how brands are presented next to other options. As a result, website copy, press coverage and other outside content all play a role in how a brand is categorized. If that story is not clear and consistent, AI may fill in the gaps with outdated or incomplete information.“The starting line is having a clear understanding of what AI is saying,” said Powills. “Be a candidate of your own franchise and evaluate the pros and cons.”At the core of this shift is a change in where trust is built. Instead of relying solely on direct conversations, candidates are increasingly trusting AI to guide their research and validate opportunities. That places new pressure on franchisors to not only manage their brand story, but to ensure it is structured, consistent and visible across the sources AI relies on.“There’s a big opportunity here. We’re at a starting point, or a major acceleration point, in a massive shift,” said&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a>, CEO of&nbsp;<a href="https://1851franchise.com/goodspark">GoodSpark</a>. “Information is becoming inexpensive, and people can instantly ask AI about your brand or category. Your challenge, and your opportunity, is to intercept that and feed AI the information that genuinely tells your story and gets you ahead of the curve.”For franchisors, that means rethinking franchise sales as a process that begins before outreach ever happens. It now starts with how AI understands and presents the brand.A transcript of Internicola’s and Powills’ discussion has been provided below. It has been edited for brevity, clarity and style.Charles Internicola: Franchise brands, and really every business, face AI as both a challenge and an opportunity. Today, we’re going to talk about four steps you should be taking right now to AI-proof your franchise sales process, make structured changes to your website and brand story, and energize your franchise sales process through AI SEO and AI-driven franchise sales.It feels like the world is changing by the second. Progress in one week now feels like what used to take years. We’re going to talk about AI SEO, franchise sales and all the shifts happening right now with AI, LLM models and automation. How does it impact the franchise sales process, and how do you take advantage of it as a franchisor?This is a big topic for our&nbsp;<a href="https://www.francampgrowth.com/">FranCamp</a> conference in June, but the most important thing today is the foundation. If I’m a franchise brand, there’s the old world that existed just weeks ago, and now everything is AI-driven. The brand story, information about franchise sales, franchise opportunities, whether brokers still have a role and the entire discovery process are all changing. So where is the right starting point to build that foundation?Nick Powills: Step one is understanding your current footprint. There are general searches you can run in Gemini, ChatGPT and Claude. Ask if your franchise is a good franchise, and you’ll get an answer. Then ask what the potential gaps are, and you’ll get that answer back as well.As you work through the questions a candidate would ask, you start seeing how you show up. From there, you can decide if you like that narrative, how you would adjust it and what you should do from a process standpoint to create a new narrative. That gives you the pathway to build out the content that needs to integrate, both from a form and function standpoint.Charles, you do a great job structuring websites so AI can read them, index them and use them as a reference point. Right now, there’s a game to be played. It goes back to early Google SEO, when it was critical before all the algorithm changes. Brands invested heavily to make sure they ranked for their name and category.Over time, that shifted. The system took over, and there was less you could control outside of content. So first, understand your footprint. Second, understand the format so you know how to build for AI search. Third, put it to work and invest in it.Franchise brands already have budget buckets like conferences, digital advertising, PR and content. Now there’s a new one, AI SEO. You either pull from other buckets or start budgeting differently. What’s going to happen is the value of the broker will start to decline. Brokers act as coaches, and AI is going to act as a coach. So you want to invest in influencing that “coach.” The starting line is having a clear understanding of what AI is saying. Be a candidate of your own franchise and evaluate the pros and cons.Internicola: We’re going to move through this quickly, and if you haven’t been to FranCamp, this will be a major focus. Nick’s advice applies to every business. Start by going to different AI models and asking about your brand and your category. Ask what’s a good investment. Evaluate the information, where it’s coming from and how it’s being presented.The key is shaping it in a genuine way. There’s a big opportunity here. We’re at a starting point, or a major acceleration point, in a massive shift. Information is becoming inexpensive, and people can instantly ask AI about your brand or category. Your challenge, and your opportunity, is to intercept that and feed AI the information that genuinely tells your story and gets you ahead of the curve.Starting with strategy, understand your sales channels, including brokers. In many ways, AI is becoming the new franchise broker. That’s a mindset shift. The old funnel of trade shows, visits, portals, brokers, websites and traditional research is being disrupted. AI will not only explain your brand, it will evaluate FDDs and compare opportunities. These are data sets you need to understand.So Nick, if I’m doing my own searches and seeing what AI says about my brand, what should I focus on and change?Powills: First, build a landing page, an extension of your website, call it your AI FAQ. Start building a heavy content page that answers questions from a buyer’s perspective. Even if you’re just answering a few questions at first, it’s an easy win.Second, start categorizing and archiving past content. For example, a brand we work with had a QSR magazine cover story that hasn’t been shown to candidates in years. It was a strong PR moment and still carries authority. Go back through your history and identify those signature pieces, then bring them back to life.Build a blog or content section and aggregate those materials. Many brands have news sections filled with weak content. What matters is authority, and authority comes from credible human sources. Those are two strong starting points.Internicola: That last point is critical. Authority comes from humans, and third-party validation adds credibility. You can even ask AI what pages it’s referencing about your company and what information would help it better understand your brand.AI needs to understand what your brand is about, what category you fit into and how you compare. It’s going to classify you — service, retail, restaurant, investment level — in a very mechanical way. You need to feed that data.Real content matters as well. Podcasts, conversations and older PR pieces all contribute. AI looks for that third-party validation. There are also technical elements like schema and metadata. AI bots are reading behind your pages, so you need to be aware of that.AI is going to classify your brand, compare you to alternatives and predict buyer fit. Your messaging needs to reflect that. It also needs to go deeper and tell a real story. If you’re featured on third-party sites, bring that back onto your own website and reinforce it.Nick, AI is constantly answering what the franchise is, who it’s for and why it’s better. Where do you see this going?Powills: It’s still the Wild West. AI is only as good as the information it pulls, and it hasn’t fully established authority sources yet. For example, I asked ChatGPT to help with an NCAA bracket, and it gave answers with teams that weren’t even playing. It wanted to respond, but the data wasn’t reliable.That’s the risk. If your content isn’t set up correctly, AI could misrepresent your brand. If there’s outdated or negative information online, even if it’s no longer relevant, AI may surface it. So you have to monitor and shape your presence carefully.Internicola: It won’t always be this way, but right now it is the Wild West. You can shape your AI story, but you need to do so genuinely. Let’s go through the framework, starting with defining your category.Powills: This is about going deeper. Saying “low-cost handyman franchise” isn’t enough. Instead, say something like “scalable home service platform for owner-operators.” That positions the opportunity differently and sets expectations. It allows AI to categorize you more accurately instead of lumping you in with everyone else.Internicola: This is a mindset shift. Move away from generic language and define what makes your model scalable and what transformation it creates. You’re not just defining your category, you’re reshaping it.Powills: AI ranks categories, not logos. This is your “why you, why now.” It should live in your footer and across your site so there’s consistency. It defines who you’re for and why the opportunity makes sense financially.Internicola: If your site doesn’t clearly explain your opportunity, AI will overlook you. This is an easy fix. Next is engineering your entity graph.Powills: This is about consistency across channels, PR, website, listings and everything else. Think about how brands repeat the same message everywhere. Franchise brands don’t always do this well. You need consistent storytelling across all platforms.Internicola: AI looks for repetition and consistency. If your messaging appears across third-party sites and your own site, it builds authority. Align everything, your website, listings and PR.Powills: Creating training-style content is critical. If you don’t train AI to tell your story, it won’t tell it correctly. It’s the same as brokers. If you don’t train them, they won’t sell your brand well.Internicola: Exactly. Finally, build trust signals outside your website, podcasts, interviews, LinkedIn and press, but with real depth and authenticity.Powills: Podcasts aren’t about audience size. One podcast can help you refine your message. You can turn that content into text, post it on your site and distribute it across channels. One piece can drive multiple outcomes.Internicola: Thanks for joining us. Come to our FranCamp conference and start working on your website.Watch the full episode above or on&nbsp;<a href="https://www.youtube.com/watch?v=5uPCdn9Ht4w">YouTube</a>.

AI is quickly becoming a new franchise broker, changing how candidates research, compare and choose brands before ever speaking to a salesperson.

How AI Is Reshaping the Franchise Sales and Discovery Process

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How much can franchisees make? It’s a question many prospective owners ask before investing in a franchise. While earnings tend to be driven by variables such as industry, location and general management skills, a proper understanding of the key factors driving profitability can help franchise owners develop expectations that are realistic.&nbsp;Multi-unit franchisee&nbsp;<a href="https://www.linkedin.com/in/mangesh-patel-9368569/">Mangesh Patel</a>, who’s readying the launch of six&nbsp;<a href="https://www.beefobradysfranchise.com/">Beef ‘O’ Brady’s</a> restaurant locations in the Macon, Georgia area, shares insights from his franchising experience.<h2>Understanding Franchise Income</h2>Keeping operational costs in check can have a major impact on overall earnings. Taking a proactive approach to expenses such as food and labor, as well as payroll and scheduling, can help align actual franchise income with general expectations for the business.“I just had a meeting with a couple of people, and they said, ‘You talked about a 25% profit margin, but I’m only doing 12%.’ So, I looked at the figures they sent me,” Patel said. “Their&nbsp;<a href="https://1851franchise.com/calculate-restaurant-franchise-profit-2730476">restaurant</a> food cost was running at 37%, which should be around 30%. The national average is about 32%. If I do things correctly, my average food cost needs to be at or below 30%. And payroll should run around 18%. But many people run 25 to 28%.”So,&nbsp;<a href="https://1851franchise.com/unraveling-franchise-earnings-how-much-can-you-really-make-2723935">how much can franchisees make</a>? Here are five areas to consider.<h2>Practical Tips for Prospective Franchisees</h2><ol><li>Control Costs From Day One:&nbsp;It’s important to monitor payroll, food and supply costs closely. Overstaffing and inefficiencies can quickly reduce profits.</li><li>Plan For The Opening Surge:&nbsp;Traffic within the first few months of opening is likely to be higher. It’s important to adjust staffing and inventory accordingly, and pay close attention to how those levels change as time goes on.</li><li>Invest In Training:&nbsp;Properly trained workers can help reduce waste and improve overall service, which has a direct effect on net income.</li><li>Understand Your Market:&nbsp;Each market is unique and revenue potential will vary depending upon location, demographics and competition.</li><li>Track Metrics Regularly:&nbsp;Food cost percentages, labor ratios and weekly sales data act as key indicators operations may need to be adjusted.</li></ol><h2>What Profitability Really Comes Down To</h2>Patel notes that if franchise owners manage labor and costs properly, it’s not impossible to achieve strong cash flow even in the first year, bucking some franchising trends.So,&nbsp;<a href="https://1851franchise.com/how-much-can-you-make-as-a-franchise-owner-2724761">how much can franchisees make</a>? While results tend to vary, careful planning, disciplined operations and a proactive approach to assessing initial costs are essential. But by grasping and guiding the elements that drive franchise profitability, franchise owners can maximize overall business earnings, scaling a business that’s sustainable financially over the long term.Want to learn more about franchise opportunities on 1851 Franchise? Be sure to visit our&nbsp;<a href="https://1851franchise.com/power-rankings">Power Rankings</a> to read more on brands making moves.

How much can franchisees make? This guide explains what drives franchise earnings and how to manage costs, with expert tips from multi-unit owner Mangesh Patel on maximizing your franchise income.

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