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Franchising has long been associated with aggressive sales tactics and high lead volume, but industry leaders are proving that a different approach is driving real results. In the latest&nbsp;<a href="https://www.youtube.com/watch?v=-yTJZ3E8fQs&utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">podcast</a> ahead of&nbsp;<a href="https://1851francamp.com/dallas/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">FranCamp Dallas</a>, franchise experts&nbsp;<a href="https://www.linkedin.com/in/tymcbrideokc/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Ty McBride</a>,&nbsp;<a href="https://www.linkedin.com/in/daniel-feltman-10724a141/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Daniel Feltman</a> and&nbsp;<a href="https://www.linkedin.com/in/michelle-holliman-2132313/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Michelle Holliman</a> joined host&nbsp;<a href="https://www.linkedin.com/in/charles-internicola-42506910/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Charles Internicola</a> to discuss how focusing on storytelling, culture and relationship-building is helping brands scale in a sustainable way."What helped me was focusing on storytelling — sharing our journey, our values, and why we built this brand," said McBride, founder of&nbsp;<a href="https://gopreservan.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Preservan</a>. "Once we stopped trying to look like a big corporate brand and instead focused on our authentic story, things started to change."For Feltman, co-founder of&nbsp;<a href="https://www.thegaragefloorcofranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">The Garage Floor Company</a>, shifting from a transactional sales mindset to one rooted in connection was a game-changer. His brand initially focused on selling a product but realized success came when they started sharing who they were and why they existed. Meanwhile, Holliman emphasized that sustainable growth isn’t just about expansion — it’s about maintaining culture and ensuring franchisees align with the company’s core values."We’re approaching 100 units, so we have to think about scaling — adding not just franchisees but also corporate support, all while staying financially sustainable," said Holliman, vice president of franchise development at&nbsp;<a href="https://www.pigtailsandcrewcutsfranchise.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">Pigtails &amp; Crewcuts</a>. "Innovation and culture are critical to ensuring we support the next phase of growth."With FranCamp Dallas set to dive deeper into franchise acceleration, recruitment and overcoming growth challenges, the conversation highlighted a central theme: the future of franchising belongs to brands that build meaningful connections, not just those that chase sales.A transcript of the podcast has been provided below. It has been edited for brevity, clarity and style.Charles Internicola: Ty, as we prepare for FranCamp Dallas, what are your key takeaways and thoughts?Ty McBride:&nbsp;I’m thinking about building on what we’ve learned from past sessions — Chicago, Miami — and continuing to develop those relationships. I’m excited to connect and collaborate with this group of franchise professionals.Internicola: Each camp adds new tools and strategies for franchise operations, recruitment and sales. Dan, as we head into Dallas, what are your goals?Daniel Feltman:&nbsp;Our biggest focus is implementing what we’ve learned. Many people absorb information but struggle to execute. At FranCamp, we’re learning how to slow things down, build on what works and refine our approach. We want to take what we’ve built and improve upon it, ensuring we’re consistently growing.Internicola: Michelle, Pigtails &amp; Crewcuts has seen significant growth. What’s your approach to FranCamp, and what’s your focus for the brand?Michelle Holliman:&nbsp;This is my second FranCamp, and we signed up for the rest of the year because of the value it provides. Even after 20 years in business, it’s been incredible to collaborate with emerging brands and get fresh perspectives. The roundtable discussions are intimate and engaging. Unlike large conferences where smaller brands can get overlooked, FranCamp provides direct feedback and meaningful networking. It’s helped us rethink lead generation, budgeting and marketing strategies while staying connected to our core values.Internicola:&nbsp;Beyond FranCamp, let’s talk about franchise acceleration and selling. Ty, you’ve explored YouTube and storytelling — did you ever feel stalled?McBride:&nbsp;Absolutely, especially early on. When you enter franchising, you’re bombarded with vendors making big promises and it’s hard to know what to do next. What helped me was focusing on storytelling — sharing our journey, our values and why we built this brand. Once we stopped trying to look like a big corporate brand and instead focused on our authentic story, things started to change.Internicola: That hands-on, founder-driven approach seems key. Michelle, how do you ensure continued growth while maintaining your company’s culture?Holliman:&nbsp;We’re approaching 100 units, so we have to think about scaling — adding not just franchisees but also corporate support, all while staying financially sustainable. Innovation and culture are critical to ensuring we support the next phase of growth.Internicola: What advice do you have for emerging brands based on what you’ve learned?Holliman:&nbsp;It’s easy to get caught up in growth and forget your core values. Listening to emerging brands reminds me of where we started and helps us stay grounded. You constantly evaluate how to support franchisees better, create a strong culture and reinforce your mission. It’s an ongoing process of learning and refining.Internicola: Dan, as a newer brand, what have you learned that changed your approach?Feltman:&nbsp;At first, we thought franchising was just about selling a product. We now realize it’s about telling our story — who we are and why we do what we do. We stopped just selling floors and started focusing on connecting with people. When we shifted our mindset from “selling” to “building relationships,” we saw a real difference.Internicola: Ty, when talking to franchise candidates, what’s your approach?McBride:&nbsp;I don’t sell anything. I focus on sharing our vision and ensuring candidates understand what they’re getting into. We don’t aim for high lead volume — we want qualified, serious candidates. It’s more about readiness conversations than sales.Internicola: Michelle, how do you evaluate franchise leads and conversions?Holliman:&nbsp;Leads turn into conversions, but it’s about quality over quantity. People resonate with your story, and that’s why they move forward. We approach it as a mutual fit — franchising isn’t for everyone, and we’re transparent about the challenges. Prospective franchisees need to fully understand what they’re committing to.Internicola: Where do you see brands going wrong in the qualification process?Holliman:&nbsp;I’m not a fan of third-party qualifiers unless they deeply understand the brand. It’s crucial for whoever represents your brand to be knowledgeable and passionate. Having an internal team that truly believes in the brand makes a big difference.Internicola: How do you integrate culture into franchisee onboarding and validation?Holliman:&nbsp;Culture is everything, especially in child services. It has to resonate from the corporate team down to franchisees, employees and customers. We reinforce this during training and remind franchisees why they chose this business. It’s not always easy — there are tough days with budgeting and hiring — but having the right people makes a difference.Internicola: Dan, as you refine your brand strategy, what’s been your biggest realization?Feltman:&nbsp;We underestimated the power of storytelling. Initially, we focused on selling a product, but we’ve learned that what really matters is selling&nbsp;who we are and why we exist. Once we shifted that perspective, things changed.Internicola: As we head into FranCamp Dallas, we’ll have panels on acceleration, franchise sales and overcoming obstacles. I appreciate all of you sharing your insights — this continues to be a learning experience for all of us.McBride:&nbsp;Looking forward to it.Holliman:&nbsp;Excited for Dallas!Internicola: See you all there!Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=-yTJZ3E8fQs&utm_source=1851franchise.com&utm_medium=article&utm_campaign=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">YouTube</a>.&nbsp;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=beyond-sales-how-storytelling-and-authenticity-are-reshaping-franchise-growth-insights-from-francamp-2728632" target="_blank" rel="nofollow">www.1851growthclub.com</a> and see what we can do for you.

How Storytelling and Authenticity Drive Franchise Growth

1851 Franchise

https://www.youtube.com/embed/-yTJZ3E8fQs

As FranCamp Dallas approaches, industry leaders discuss why the key to successful franchise expansion isn’t just about selling — it’s about telling the right story.

Beyond Sales: How Storytelling and Authenticity Are Reshaping Franchise Growth — Insights from FranCamp

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It’s easy for franchisors to assume that once they start selling units, growth will come naturally. But in reality, the success of a franchise system depends less on how many locations are sold and more on how well those locations perform over time.One of the biggest downfalls of emerging brands is their failure to use franchisee data effectively.&nbsp;“It all comes down to franchisee profitability,” said&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator&nbsp;</a>CEO Charles Internicola on a recent&nbsp;<a href="https://www.youtube.com/watch?v=AYYC023TYsI">podcast</a>. “And for franchise systems, sometimes the biggest disconnect is getting to the franchisee data and your most important obligation, which is coaching franchisees to profitability, which enhances your royalties and creates validation.”<h2>Why Data Collection Breaks Down</h2>The issue for many brands is not really a lack of data, but a lack of consistency. Franchisees might report financials at different times, use different general ledger structures or fail to provide complete information altogether. That level of inconsistency makes it hard to create an Item 19.&nbsp;“We are on the tail end of FDD renewal season, and we are always reiterating with our clients, the most important thing you can do is tell a story with the data,” said&nbsp;<a href="https://www.linkedin.com/in/gretchenjohnson27/">Gretchen Johnson</a>, franchise relationship manager at&nbsp;<a href="https://t2bbsolutions.com/">Top 2 Bottom Business Solutions</a>. “Don't just slap copies of PNLs into Item 19. Help paint the picture for what you want prospective franchisees looking at your system to see.”&nbsp;Without standardized data, franchisors have to compare incomplete or mismatched data, which makes putting together an Item 19 difficult and limits their ability to coach franchisees and identify problems early.&nbsp;<h2>Standardization Is the First Step&nbsp;</h2>Start by ensuring that every franchisee uses the same chart of accounts and reports on the same cadence. Johnson said this is often one of the first issues her team addresses when working with franchise brands.“I think it comes down to a very foundational level of are all of your franchisees using the same chart of accounts?” she said. “Most brands have one put together. They provide it to their franchisees, but then it's a matter of whether their bookkeeper adheres to that. Are they using that consistently?”Ensuring that all locations are using the same template from day one is a huge first step. That way, you can compare apples to apples between locations. Brands are also beginning to formalize this by requiring financial reporting as part of their franchise agreements.There’s also software that automatically aggregates financial data and generates dashboards with key performance indicators. This technology is a great way to get on a schedule without having to put everything in manually.&nbsp;“We're big proponents of bringing those into systems so that it's an automated process, and on the same day, every month, panels are getting pulled and analysis is being run,” Johnson said.&nbsp;<h2>Turning Data Into Coaching and Growth</h2>Collecting data is only the starting point. What’s even more important is how franchisors use that information to coach. One of the most effective strategies is to group franchisees by common factors, giving them a chance to learn from each other and problem-solve.&nbsp;“We've seen it done based on geography. Different regions in the U.S. have very different landscapes when it comes to cost of living, labor costs, supply costs, shipping costs, and things along those lines. So sometimes it makes sense to break down by geography,” Johnson said. “Other times, it makes sense to break down based on top-line revenue. So your 5 million plus locations, your one to $2 million locations, especially, you know, a lot of brands talk about, how do I get my franchisee to that first million?”Pairing franchisees together in these groups creates opportunities for peer-to-peer learning, where owners who have solved specific challenges can help others facing the same issues.Beyond remote coaching, there are times when franchisors should take a more hands-on approach by spending time in local markets, observing operations firsthand and asking employees for feedback to better understand what may be holding a location back.<h2>The Financial Metrics That Matter Most</h2>Every brand is different, but there are a few financial categories that usually show if a franchisee succeeds or struggles. These include:&nbsp;<ul><li>Cost of goods sold</li><li>Labor</li><li>Marketing spend</li></ul>Marketing, in particular, is often misunderstood.&nbsp;“Even though it's really painful and hard if you're not seeing that top line revenue yet, the last thing you should cut is your market spend,” Johnson said. “That's what's going to help continue to generate demand for you to this.”&nbsp;Emerging brands sometimes contribute to the problem by underestimating how much franchisees need to spend in the early stages and not coaching franchisees on how much and where they’re going to spend those marketing dollars.<h2>Building a More Scalable System</h2>As franchise systems grow, the brands that really separate themselves are the ones that take the time to build a strong foundation behind the scenes. That usually comes down to having clean, consistent data, being transparent about performance and staying closely involved with franchisees to help them improve.&nbsp;When you have better data, you make better decisions. Better decisions lead to stronger performance at the unit level, and that’s what drives real growth.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=AYYC023TYsI">YouTube</a>.For more information on GoodSpark and its services for developing franchises, visit&nbsp;<a href="https://www.goodsparkfranchise.com/.">https://www.goodsparkfranchise.com/.</a>&nbsp;

A lot of common issues in franchising stem from poor data collection, no standardization in reporting and not using data to coach franchise owners well.  

Beyond Sales: How Storytelling and Authenticity Are Reshaping Franchise Growth — Insights from FranCamp

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