1851

For nearly a decade, Morgan Geller has been helping franchises navigate the legal intricacies of franchise sales and disclosure compliance issues. In addition to drafting franchise disclosure documents and agreements —&nbsp;projects that have given her an intimate knowledge of even the most obscure details of the business —&nbsp;Geller also advises franchisees and prospective franchisees on the purchase of new units. Geller’s expertise extends across segments, with clients in food service, health and wellness, dry cleaning and fitness.Geller’s clients, like just about every business owner around the world right now, are attempting to fortify their businesses for an uncertain future. We talked to Geller to learn what she sees for the future of the franchise industry and how brands should prepare to recover.1851 Franchise: Given the uncertainty surrounding just about every business, how can franchise brands start to plan their post-COVID recovery now?&nbsp;Morgan Geller: Businesses should not sit idle and take a wait-and-see approach; they need to proactively deal with the present reality in order to ensure continuity in a post-COVID world. Indeed, if a company takes action now during this transitionary period, it will be better positioned to pivot as necessary and achieve growth in the long-run.&nbsp;&nbsp;Most importantly, businesses should embrace flexibility and innovation in order to be better prepared for our new normal. It’s going to be a while before people feel comfortable being around others like before. For example, restaurants should be prepared to implement and market more spacious seating, while other businesses should start creating virtual and at-home experiences. All businesses should be prepared to implement heightened standards for cleanliness and sanitation to ensure the safety of employees and customers.Furthermore, certain businesses will see increased demand and should prepare accordingly to meet consumer needs and provide high customer service. For example, beauty and healthcare companies will most likely see a surge of post-COVID appointments and scheduling. These businesses should prepare by implementing appropriate software and technology, such as scheduling, reminder and customer management tools.Especially in franchising, businesses should anticipate bankruptcies or extended periods of disruption within the overall ecosystem. This does not only include assessing and monitoring a franchisee’s financial health by the franchisor but also preparing for and addressing the solvency risks of certain key customers, suppliers and manufacturers.Lastly, it is important to manage cash flow during this transitionary period and to explore raising capital, as necessary, to generate cash to make up for declining sales.1851: Are there segments that are going to be better positioned after this crisis than they were before?&nbsp;Geller: During the COVID-19 pandemic, the closing of physical stores and public spaces combined with social distancing have accelerated the move to purchasing goods — especially food — online. E-commerce has gotten a boost as a result of the COVID-19 crisis and will most certainly continue to grow post-COVID.Other industries and segments that will be better positioned are technology, software and healthcare. Businesses have had to embrace new software and technology in order to innovate and pivot amongst COVID-19, so these industries are more necessary than ever before. We are seeing businesses invest in technology innovations that they would not have otherwise.&nbsp;&nbsp;1851: What segments are going to be worse off after this crisis?Geller: It is no secret that the industries most affected are travel, leisure and hospitality. These industries will feel the effects of COVID-19 even after stay-at-home orders are lifted, given that it will take time for people to feel comfortable resuming normal travel and being in close contact with others.&nbsp;&nbsp;In addition, as people are turning to on-demand and becoming accustomed to at-home workouts, gyms and fitness companies may not have the same customer base as they did before this crisis. These businesses will have an uphill battle to compete with online fitness applications and platforms, such as Peloton. Ultimately, any business that relies on crowds to fuel their business will not bounce back the way other businesses will.1851: What are some changes or pivots businesses have made that are likely to stick around after the crisis?&nbsp;Geller: One of the largest changes we’ve seen is how many businesses have adapted by embracing the work-from-home culture. Today more than ever, businesses are learning how to — in some cases they’ve been forced to — communicate and collaborate via virtual platforms, and we are beginning to see how efficient these practices can actually be. These changes will certainly result in some companies adopting new workplace habits and cultures going forward.Another change we’ve seen is how delivery services and restaurants have pivoted. More restaurant operators and brands are implementing their own delivery platforms in an effort to avoid or reduce the costs associated with third-party delivery services, and restaurants, especially the independent and smaller brands, are experimenting in ways that they never have before. For example, local Italian restaurant <a href="https://www.macchialina.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchisors-need-to-prepare-for-recovery-now-heres-how-2713187" target="_blank" rel="nofollow">Macchialina, based in Miami Beach</a>, now offers make-at-home pasta kits, which can be picked up or delivered directly by the restaurant to customers wishing to recreate their favorite pasta dishes from the regular menu. The kits come with freshly made pasta, sauce and add-ins as well as instructions. Consumers, especially on the local community level, are engaging with restaurants in a way never seen before. Other restaurants have offered prix fixe meals and virtual wine tasting via virtual experiences where the restaurant will deliver the food and wine while guiding the customer through a virtual tasting course online. Given that it will take time for consumers to get back to dining out at pre-COVID levels, combined with the fact that consumers are demanding more unique experiences, these changes will most likely stick around at some level.1851: How do you expect consumer habits are going to change as a result of this crisis?&nbsp;Geller: The most obvious change will be consumers’ heightened expectation to feel safe, clean and secure, and for businesses to meet those heightened standards. Consumers will also continue to desire to feel connected with others while also feeling safe. This will lead to customers searching for more virtual and at-home experiences.&nbsp;&nbsp;Many consumers are also buying groceries and food online for the first time, and new habits have developed with food consumption within the home. Furthermore, as consumers are experiencing increased self-service options such as kiosks and self-checkout, these expectations will certainly remain.1851: What do you think businesses and business leaders can learn from the coronavirus crisis?&nbsp;Geller: I think after any crisis or natural disaster,&nbsp; businesses will learn the importance of having a crisis management and communications plan. Those businesses that already had such protocols in place were better positioned to respond and to communicate with their employees, vendors, franchisees and customers. In franchising specifically, franchisors can learn how critical leadership is at the top level. Franchisees are looking for answers, and while a franchisor may not have all the answers, I think leadership has learned that transparency, education and empathy can go a long way in terms of building goodwill.&nbsp;&nbsp;This crisis has also taught businesses how important collaboration and communication is outside of corporate headquarters. Leadership can learn from others within the business, especially those at the local level, in order to identify opportunities at the other end of this crisis.1851: How should brands reposition their marketing post-coronavirus?Geller: As a general starting point, brands should prioritize and invest in marketing now and increase engagement with its customers. Now, as well as immediately post-COVID, is not the time to be exploitative, but to really understand and listen to customers and be more creative than ever as the crisis continues to evolve. This may involve changing messaging and content. Customer behavior and desires will be different, and those brands that have taken the steps to obtain consumer information and preferences&nbsp; — maybe in the form of analyzing data or obtaining answers to customer surveys — will be the best positioned to grow amidst our new normal.This is also a good time for brands to build repetitional goodwill, as people will remember those brands that took this opportunity to give back to the community, those in need and our first responders. For example, cruise lines have offered their ships to provide much-needed space for hospital beds. Companies can also donate food to food banks or continue to pay employees even though their businesses are closed.&nbsp;

Franchisors Need to Prepare for Recovery Now. Here’s How.

1851 Franchise

AXS Law’s Morgan Geller spoke with 1851 about what franchise brands across segments can do now to find success post-COVID-19.

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Melting Pot

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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The Penny Shortage Is Creating a New Risk for QSR Franchise Systems - 1851 Franchise

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

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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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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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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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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;

A data-driven framework shows why franchisors that fix leadership alignment, brand clarity and validation first are better positioned to achieve sustainable franchise growth in 2026.

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

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

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

How Much Can Franchisees Make? A Guide for Prospective Franchise Owners

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

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

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


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

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

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

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Is franchising better than starting a business from scratch? For many&nbsp;<a href="https://1851franchise.com/a-beginners-guide-to-franchising-how-the-model-works-2724686">prospective entrepreneurs</a> weighing the idea of ownership, the answer to that question can be both yes and no. Franchising offers a proven system and built-in support. Starting from scratch allows greater flexibility and control. And a proper understanding of the trade-offs can help potential owners decide which path is most aligned with their business goals.According to&nbsp;<a href="https://drymedicfranchise.com/">DRYmedic Restoration</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/keith-carlson-29b0a930/">Keith Carlson</a>, the appeal of franchising often starts with structure. “The yes is that you have an automatic blueprint,” he said. “You’re in. You don’t have to think of everything. You don’t have to come up with your business plan or your marketing plan.”As Carloson noted, franchisors generally provide detailed guidance on everything from licensing and certifications to business structure. “All of those things are done. Or they’re in a list or part of a large checklist,” he said. “From that perspective, it’s simpler on the back end.”<h2>Franchising Vs. Starting From Scratch: Key Considerations</h2>So,&nbsp;<a href="https://1851franchise.com/buying-a-franchise-vs-starting-from-scratch-2725815">is franchising better than starting a business from scratch</a>? Here are five areas to consider:1. Built-In Systems Vs. Total Control Franchising provides a tested playbook. But it comes with rules. “If you’re in a franchise, every time you want to do something that’s outside their playbook, you have to ask permission,” Carlson reminds. Independent owners, on the other hand, can pivot freely but must build systems from the ground up (which takes time and resources).2. Fees and Royalties Franchise fees and royalties are part of the deal. It’s important to both understand and plan for them accordingly.3. Experience and Support One of franchising’s biggest advantages is access to experienced operators. Carlson recalled his first job after signing his initial work order: “I was nervous. But I had somebody on the phone within 10 minutes saying, ‘You’ve got to do this, this and that,’” he said. “It was so easy to get through that first job because there was no guesswork.”4. Following The System (With Local Flexibility) While local nuances aren’t always captured in a national system, the strength of a proven system remains a franchising hallmark.5. Long-Term Upside Starting a business from scratch can be more lucrative. “But it depends on the level of effort you want to put in,” Carlson reminds potential zees.<h2>The Bottom Line</h2>So, is franchising better than starting a business from scratch?&nbsp;<a href="https://1851franchise.com/franchising-and-the-american-dream-2730380">Franchising</a> can reduce risk, shorten the learning curve and provide critical support (especially early). Independent startups can offer more autonomy and, potentially, greater long-term rewards. Therefore, an honest assessment of tolerance for structure, fees and self-direction can help those considering entrepreneurship to properly assess the ownership situation best aligned with one’s goals for success in the business opportunity.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.

Is franchising better than starting a business from scratch?

Is franchising better than starting a business from scratch? Franchising offers a proven system and support. Starting from scratch provides flexibility and control. Here’s how to assess the tradeoffs.

Is Franchising Better than Starting a Business from Scratch? A Guide

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When evaluating a franchise opportunity, there’s an important early step: how do I research franchise complaints? Understanding the issues both current and former franchise owners have experienced can help prospective franchisees make better-informed decisions that increase the likelihood of selecting a brand aligned with their business goals.Franchise consultant&nbsp;<a href="https://www.linkedin.com/in/franchise-guru/">Lisa Welko</a> of&nbsp;<a href="https://integrityfranchisegroup.com/">Integrity Franchise Group</a> emphasizes the importance of validating information through direct research. “The most important thing about researching any franchise is the opportunity to validate with franchise owners personally,” Welko said. “Use the reviews to formulate your questions and opinions. And then validate those findings with actual owners in the system.”<h2>Start With The Basics: Public Records And Online Tools</h2>How do I research franchise complaints?&nbsp;It starts with sources that are accessible and objective.<ul><li>Franchise Disclosure Document (FDD):&nbsp;<a href="https://1851franchise.com/understanding-item-3-of-the-franchise-disclosure-document-litigation-history-2703061">FDD Item 3</a>, litigation history, lists pending litigation or past legal issues involving franchisees that can be potential&nbsp;<a href="https://1851franchise.com/red-flags-to-look-out-for-when-doing-franchise-research-2723769#stories">red flags</a>. &nbsp;</li><li>State Regulatory Agencies: Many states publish franchise or business complaints (including the Attorney General’s office). &nbsp;</li><li>Online Reviews and Forums: While helpful for providing additional context, they should not be used as the only source of research. “Just like anything on the internet, we need to remember ‘Buyer Beware,’” said Welko. “Online reviews can be a helpful tool. But we need to remember that it’s one tool in the arsenal. So, don’t let one bad review torpedo your research.”</li></ul><h2>Speak Directly With Franchise Owners</h2>Nothing replaces firsthand insights. Contacting current – and former – franchise owners to ask about their experience with franchisor support, operations and growth potential is a critical part of the validation process. It’s essential to pay attention to recurring themes in their feedback, both positive and negative, to identify potential risks (or opportunities) correctly.&nbsp;<h2>Practical Takeaways For Evaluating Franchise Complaints</h2><ol><li>Verify Patterns, Not One-Offs – A single complaint may be an isolated incident. Look for repeated issues that may indicate systemic challenges. &nbsp;</li><li>Check The Age Of Complaints – Older complaints may reflect resolved issues or changes in leadership (while recent complaints can indicate ongoing issues). &nbsp;</li><li>Ask Specific Questions – When speaking with franchisees, ask about areas like training, corporate support and general operational challenges. &nbsp;</li><li>Evaluate The Brand’s Response – How a franchisor addresses complaints can reveal the level of transparency, responsiveness and commitment provided to franchise owners. &nbsp;</li><li>Integrate Findings Within Decision-Making – Use complaint research as part of a larger due diligence process (along with financials, market analysis and personal goals).</li></ol><h2>The Takeaway</h2>So, how do I research franchise complaints?&nbsp;Doing so is essential. Utilizing a combination of public records, online insights and&nbsp;<a href="https://1851franchise.com/what-is-the-value-of-franchisee-validation-in-the-franchise-sales-process-2703208">direct validation with franchisees</a> (past and present), potential franchise owners can better evaluate both risk and opportunity. By following a structured approach, actionable insights that build confidence in the franchise decision-making process can be identified.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 do I research franchise complaints? In this guide with expert tips, learn how to uncover patterns, validate insights with franchisees and make informed franchise investment decisions.

Franchisors Need to Prepare for Recovery Now. Here’s How.

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