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For&nbsp;<a href="https://happinest.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-transparent-franchise-growth-2730031" target="_blank" rel="nofollow">Happinest Brands</a>, the large, multi-brand home services franchisor, the start of the relationship with a franchisee is just as important as the life cycle of the franchisees’ business. The team prioritizes an honest, realistic approach to due diligence, ensuring prospective owners get a real idea of what ownership will look like, rather than a flashy sales pitch that could lead to a suboptimal franchise partnership.“We are an outcomes-focused franchisor. If there’s one thing I believe in, at my core, it’s that things tend to end how they begin,” said&nbsp;<a href="https://www.linkedin.com/in/ericmartinfranchisedevelopment/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-transparent-franchise-growth-2730031" target="_blank" rel="nofollow">Eric Martin</a>, senior vice president of franchise development. “Things tend to go how the expectations are set. For me and my team, there’s a lot of value in franchising, and we want to educate individuals on that. But we make certain that they understand what the business they want will actually look like for them.”<h2>It’s a Marathon, Not a Sprint, and the Demands of Business Ownership Ripple</h2>The Happinest team does not shy away from sharing the uncomfortable truths of franchise ownership with prospective owners. Rather than presenting only the positive sides of ownership, the team gives a thorough, honest picture of what it will look like.“We need franchisees to know: You’re going to work harder on this for the next couple of years than you ever have before to put yourself in a position, ideally, to get somewhere you could not have gotten in corporate America,” Martin said. “This is a marathon. You have to come into it with that mentality and a really strong vision and ‘why.’ If someone is just looking to replace an income quickly and not do as much work as they did in a previous role, it’s not going to work out.”Martin makes it clear that, while the franchisee is the business owner, the choice to invest impacts more than just them. “It’s the family, too,” he said. “If you have a spouse, that’s a decision you both need to make. You can’t have one person on board and one person not on board — that’s not going to work.”<h2>A Thorough Approach To Support the Long-Term Health of the Franchisee and the System</h2>Having these potentially hard discussions early on in the research process contributes to the team’s ability to identify the right partners — those who are truly prepared for the journey.“Business ownership is like climbing Everest,” Martin said. “You have to acclimate at different base camps. You don’t just go right up Everest on day one. That’s like being a business owner. We can’t pull along and say, ‘Let’s drag you to the peak.’ We will give you guidance and support, but franchisees must realize that ‘reaching the top’ takes time, and they have to be ready to acclimate to life as an entrepreneur.”As Happinest has grown as a franchisor, the team has honed its strategy for having these communications and painting a picture for prospective franchisees.“Telling the uncomfortable truths can scare some people off,” Martin said. “There are a lot of people who have a bad day and think about how they’re unhappy or unfulfilled in their current roles. They think, ‘I want to be employed by myself and do my own thing.’ That’s a starting point, but when the curtain opens wider and you figure out what it takes to be a successful business owner, I truly think a lot of people figure out that they don’t want to work that hard. They don’t want to put that much time and effort into it.”“A lot of people start researching and think, ‘This is really exciting! This sounds really good! I can be a business owner!’” said&nbsp;<a href="https://www.linkedin.com/in/pam-murdoch-a3745713/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-transparent-franchise-growth-2730031" target="_blank" rel="nofollow">Pam Murdoch</a>, franchise development support manager. “They really need to look inside themselves to see whether they have&nbsp;it. We can see what they’re presenting to us, but we can’t know for certain whether they’re self-motivating or able to be comfortable with the uncomfortable.”Having truly transparent conversations with prospective franchisees gives them the information they need to make accurate self-assessments. And while these conversations and the resulting introspection may lead to prospective franchisees turning away, this can ultimately be viewed as a positive.&nbsp;This transparency ensures that only franchisees who are truly ready for the opportunity progress in the process. Having skilled, dedicated owners as a part of the Happinest group benefits owners throughout the system thanks to shared knowledge and mutual support. And avoiding the onboarding of an unprepared franchisee supports the health of the system while also guiding that person away from an unfulfilling or unfit investment.<h2>A Legacy of Integrity</h2>“Certain people in my role will tell you what they think you want to hear,” Martin said. “I’m going to tell you what you need to hear.”Happinest has built a legacy not only on numbers but on the true success of its franchisees, which begins with an honest, transparent development process. By developing a partnership on the foundation of mutual understanding and a shared vision, Happinest has built, and continues to grow, a highly successful, very healthy system.“The brand is what the customer and franchisees say it is today. That’s the reality,” Martin said. “As we think about how to create that reality, we think through the whole situation to make sure we’re bringing on the right individuals who have the right work ethic, mindset, a good north star, a why, a vision and a long-term mindset.”For more information on Happinest Brands and its franchise opportunities, please visit&nbsp;<a href="https://happinest.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=happinest-brands-transparent-franchise-growth-2730031" target="_blank" rel="nofollow">https://happinest.com/.</a>&nbsp;

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Happinest Brands | A Transparent Approach to Franchise Growth

1851 Franchise

The multi-brand home services franchisor has built an extensive network of supportive owners, starting with a development process that puts the realities of business ownership at the forefront.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

Happinest Brands’ Comprehensive, Transparent Approach to Franchise Growth

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Urban Bird Hot Chicken

Why Urban Bird's Commitment to Quality is Fueling its Rise in the Craveworthy World of Hot Chicken

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Urban Bird Hot Chicken Is What Happens When Real Franchise Operators Build the Brand They Always Wanted to Buy

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Biscuit Belly Franchising

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Biscuit Belly Uses Seasonal Menus to Stay Fresh Without Losing Its Southern Soul

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Woodhouse Spas

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Established Woodhouse Spas Franchisee to Expand in Chicago With Family Venture

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Sola Salons

Sola Salons Closes 2025 With 19 New Openings and Over 125 Units in the Pipeline

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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Driven Brands IMO Sale - Franchise Equity Partners - 1851 Franchise Agg

Driven Brands Sells IMO, Doubles Down on Take 5 and Franchise Portfolio

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Authority Brands Closes Out 2025 With Strong Franchise Growth

Authority Brands Closes Out 2025 With Strong Franchise Growth, Building on a Three-Year Acceleration in New Franchise Owners and Territories  

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Buddy's Home Furnishings Acquisition - Skyline Investors - 1851 Franchise

Buddy’s Home Furnishings Deal Signals More Private Equity Interest in Franchise Retail

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WellBiz Brands Acquired by Transom Capital, Backing the Platform’s Next Stage of Expansion

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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? A Guide for Prospective Franchise Owners

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

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

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What territory rights do franchisees receive? A full comprehension of the scope, protections and boundaries of a franchise territory is critical for potential franchise owners pondering the idea of entrepreneurship. Knowing your rights can help deliver operational efficiency, prevent conflicts and guide strategic expansion that can pay dividends down the line.<h2>How Franchise Territories Are Determined</h2>Territories aren’t randomly assigned. Traditional population data remains part of an evolving process. But new tech is driving advances too — tools which provide a starting recommendation can then be refined with the franchisee.&nbsp;“There are a number of factors. There are a lot of algorithms that go into it that give you a good mix of both residential and some commercial space as well as how the different road systems allow for traffic flow. We also use mapping software,” said&nbsp;<a href="https://uwrgfranchise.com/">United Water Restoration Group</a> President&nbsp;<a href="https://www.linkedin.com/in/bob-moore/">Bob Moore</a>. “Our territories are 250,000 population. We can tweak them a little bit — shave off a zip code or two here and there, add another one there, things like that — until we come up with the appropriate territory.”<h2>Protected vs. Non-Exclusive Territories</h2>What territory rights do franchisees receive? Most — but not all — are offered&nbsp;<a href="https://1851franchise.com/franchise-territories-and-exclusivity-agreements-2726485">protected</a> territories. Such protection can help ensure that franchise owners have a clear lane in which to grow their business without interference from nearby units.“Our territories are protected. Meaning, if you and I were neighbors, I could not do work in your area, and you couldn't do my work in my area — unless we invited each other,” Moore said. “So it is exclusive territory. We run monthly reports to make sure there aren't infractions.”<h2>Key Considerations for Franchisees</h2><ol><li>Understand How Territories Are Assigned – Population size, traffic patterns and geographic features can dictate territorial boundaries. &nbsp;</li><li>Check Territory Rights – It’s important to confirm whether a given territory is protected or non-exclusive, avoiding potential conflicts down the line. &nbsp;</li><li>Plan for Expansion – Franchise growth should align with both demand and operational readiness. It’s important to plan expansion properly to avoid costly mistakes. &nbsp;</li><li>Monitor Compliance – Some franchises use reporting systems and job software to minimize territorial overlap. “In our job software, if you plug in a job outside your contractual&nbsp;<a href="https://1851franchise.com/integrity-franchise-group/impactoffranchiseterritoryongrowth-2727969">zip code</a>, it asks you to double-check whether it’s an open space,” Moore said. “Or if you need to contact your neighbor.”</li></ol><h2>Final Takeaways</h2>So, what territory&nbsp;<a href="https://1851franchise.com/franchise-territory-rights-franchising-rules-2730020">rights</a> do franchisees receive? Protected territories can give franchise owners a reliable area to operate and build out. But overall success depends on careful planning, strong operational management and a thorough understanding of the rules of engagement necessary for nearby neighboring units. But by actively managing a territory and evaluating potential opportunities for expansion of the franchised business, prospective zees can build a thriving franchise business.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.

What territory rights do franchisees receive?

What Territory Rights Do Franchisees Receive? A Guide

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When candidates look for the best franchises to buy, they often start with familiar categories. But some of the most compelling models on the market fall outside traditional food, fitness or home services. Today’s buyers are leaning into unique franchise opportunities with sharper focus, easier operations and real staying power. Below are five unexpected franchises that continue to get attention for their tight models and strong financial performance.<h2>1. Residential Dumpster Rental —&nbsp;<a href="https://bintheredumpthatfranchise.com/">Bin There Dump That</a></h2>Bin There Dump That stands out in the waste-services category with a hyper-focused model built around clean, driveway-safe residential dumpsters. Unlike traditional junk removal, franchisees deliver compact bins designed for homeowners tackling renovations, moves and cleanouts. The business benefits from low labor needs, predictable rental cycles and strong repeat demand from contractors and real estate partners, making it one of the more unexpected franchises buyers are now considering for its simplicity and solid unit economics.<h2>2. Drone Inspection Services —&nbsp;<a href="https://bluenoseaerial.com/franchising/">Blue Nose Aerial Imaging</a></h2>Blue Nose Aerial Imaging offers professional-grade drone inspections for roofing, insurance, utilities and commercial real estate. Trained pilots provide detailed imaging and data analysis without the risk of ladders or lifts. The model stays lean — no storefront, small startup costs and a wide customer base — which positions franchisees to scale quickly as demand grows across multiple industries.<h2>3. Paint-Protection Film &amp; Vehicle Enhancement —&nbsp;<a href="https://www.tintworld.com/franchise-opportunities/">Tint World</a></h2><a href="https://1851franchise.com/franchise-deep-dive-tint-world-franchise-costs-fees-profit-and-data-2723226">Tint World</a> is best known for automotive window tinting, but its paint-protection film (PPF) business has become a major driver of growth. PPF, ceramic coatings and detailing packages offer strong ticket averages and consistent demand from car enthusiasts and everyday drivers. With a structured training program and national purchasing power, Tint World gives franchisees a profitable entry point into the booming vehicle-appearance market.<h2>4. VR Arcade Entertainment —&nbsp;<a href="https://www.virtualrealityfranchise.com/">Ctrl V</a></h2><a href="https://1851franchise.com/growth-club/ctrl-v-virtual-reality-franchise">Ctrl V</a> is one of the first virtual-reality arcade franchises in North America, offering immersive gaming experiences for individuals, parties and corporate events. The concept requires a modest footprint and relies on steady walk-in traffic plus group bookings. Many locations see strong margins since the model is powered by software, subscriptions and repeat visits rather than heavy labor or inventory.<h2>5. Dog-Poop Cleanup —&nbsp;<a href="https://doodycallsfranchising.com/">DoodyCalls</a></h2><a href="https://1851franchise.com/doodycalls/info">DoodyCalls</a>, which is part of the&nbsp;<a href="https://www.authoritybrands.com/">Authority Brands</a> platform, shows how even the most unexpected ideas can become highly profitable. The pet-waste removal service appeals to busy families, HOA communities and commercial properties looking for convenience and cleanliness. With recurring weekly routes, low overhead and a recession-resistant service need, franchisees often build dense territories and reliable revenue streams.As franchising continues to evolve, more entrepreneurs are discovering that unconventional ideas often create the biggest advantages — less competition, clearer differentiation and loyal customer bases. These five concepts prove that a great franchise doesn’t need to fit a traditional mold to deliver meaningful returns. For buyers willing to think beyond the familiar, the next standout opportunity may come from a category they never expected.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.&nbsp;

5 Unusual but Profitable Franchises You’ve Never Heard Of

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

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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

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

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

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

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

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