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With a background in software engineering,&nbsp;<a href="https://www.linkedin.com/in/walshray/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">Ray Walsh</a> left the corporate world to pursue entrepreneurship, eventually joining&nbsp;<a href="https://www.barmetrix.com/franchise?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">Barmetrix</a> in 2003. Starting as a small consultancy in Sydney,&nbsp;<a href="https://www.1851growthclub.com/brands/barmetrix/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">Barmetrix</a> grew into a global franchise that helps bars and restaurants maximize their profitability. With a focus on reducing inventory losses and improving operational efficiencies, Barmetrix uses data analytics and proprietary technology to empower business owners.The brand has expanded to 35 locations across six countries, with over 1,100 clients benefiting from its services. For Walsh, Barmetrix’s strength lies in its ability to offer restaurant owners transparency and control over their operations.&nbsp;“It’s a people-based, trust-driven business,” Walsh told 1851 Franchise Founder and Publisher&nbsp;<a href="https://www.linkedin.com/in/powills/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">Nick Powills</a> on an episode of the&nbsp;<a href="https://www.youtube.com/watch?v=aKw4nx7rfpI&utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">“Meet the Zor” podcast</a>. “Our clients give us their keys, alarm codes and access to all their data, and that level of trust doesn’t come from a quick email or direct mail. You need to be out there, shaking hands and building relationships.”A summarized transcript of Walsh’s interview with Powills has been included below. It has been edited for clarity, brevity and style.Nick Powills: Ray, we've talked with franchise buyers who say it's simple: they want to know the culture of the business they're buying into and the business opportunity. Let's start with the culture, focusing on you and your backstory. How did you accidentally fall into franchising? What's your franchise story?Ray Walsh:&nbsp;Yeah, "accidentally" is probably the right word. It ties in with my journey into entrepreneurship, leaving the corporate world behind. My background was in software engineering. I worked for a large software company after graduating from college. Then the dot-com bubble hit around 2000, and like many other engineers, I found myself with some time off. I did some traveling and kind of meandered for a while.When I was in Sydney, Australia, I was doing technology contracting, but I realized I didn’t want to continue on that path. I started looking for other opportunities. I always say there are different levels of entrepreneurship. Some people wonder if franchising is true entrepreneurship. In my mind, there are just different levels. You’ve got the pure entrepreneurs who start multiple businesses and take on all the risk, and then there’s franchising, which offers a more structured, proven path. I fell somewhere in the middle — I didn’t want to start from scratch but was looking for something established.In 2003, I got involved with Barmetrix, a small consultancy serving bars and restaurants in Sydney. The model was proven, we had a great team and the opportunities were there. I decided to leave the corporate world — I was young, single and able to take the financial risk. From there, we expanded the business to the UK through a licensing agreement. My business partner was Canadian and we had contacts in Canada, so we expanded into Toronto, Ottawa and Vancouver. We started franchising in Canada in 2005.The U.S. market was always our goal, so we moved there in 2008 — right at the beginning of the financial crisis, which wasn’t ideal. We made a lot of mistakes, like many new franchisees, but franchising seemed like the best way to grow. Even though we didn’t have experience in franchising, we learned along the way, and that’s how I ended up in the franchise world. I was responsible for the technology side early on, and over time, I became comfortable with franchising as a business model. That’s my path into franchising.Powills: All right. There's things that I want to unpack there, but let's flip over to the business side to frame it. What is the business opportunity?Walsh:&nbsp;What we do is work with bars and restaurants to help them maximize profit and revenue from their bar programs. In the U.S. market, where the biggest opportunity lies, most bars and restaurants are losing 20-25% of their inventory each week. We show them where and what they’re losing. Our goal is to reduce that 20-25% loss to less than 5%. By doing so, we significantly lower their cost of goods, which more than covers the cost of our service — typically providing at least a 5x return.In addition to a service that pays for itself, clients gain access to data they’ve never had before, providing full transparency into their business. They can see if staff are pouring correctly, following recipes, or if there are issues with the point-of-sale system or equipment like draft systems or wine glasses. We provide comprehensive data on purchases, sales and inventory, allowing us to analyze and identify specific opportunities for improvement. Ultimately, it’s about data analytics combined with coaching.Powills: Are you a technology provider for how you're measuring those metrics too?Walsh:&nbsp;When I got involved, my background in technology played a key role in the early development of our product. We built all our software in-house over the past 20 years, evolving it significantly. It started as an old Access database and now it's cloud-based, utilizing the latest industrial barcode scanners and incorporating AI technology. Our focus is on making the system as mobile, fast and efficient as possible for collecting data — because that’s how we make our money. The faster we can collect, analyze and deliver a report to a client, the better. All the technology is proprietary, and we provide it to all our franchisees.Powills: Number of locations currently?Walsh:&nbsp;We have 35 different locations, so 35 cities — and that's operated by 23 different operators.Powills: And how many active restaurants? How many current clients do you have collectively among those?Walsh:&nbsp;We're just over 1,100 bars and restaurants across six different countries.Powills: And how much average savings are you giving back to these restaurants?Walsh:&nbsp;It's tricky to answer because, while we can easily show cost savings through a drop in the cost of goods, other factors are less predictable. For example, when a bartender gives away a free drink to a customer, possibly for a higher tip, the cost of that free bottle of beer might be a dollar, but its retail value is $10. In that transaction, the immediate cost saved is a dollar, but the real loss is $11 — the cost plus the lost sale.It's difficult to calculate because we can't always predict where the loss is happening. It could be a free drink at the bar, which someone would have paid for, or it could be product walking out the back door. The closer the loss is to the stockroom, the closer it is to cost; the closer it is to the bar, the closer it is to retail. That’s why we aim to provide a minimum 5x return on investment.Powills: So on the cost of goods sold, how much should that percentage drop?Walsh:&nbsp;Typically, for every 4 to 5 percent variance, that translates to about a 1 percent drop in the cost of goods. From what I see daily, servicing our corporate store here in Washington, D.C., and new clients, we usually reduce cost of goods by 3-5%, depending on how severe the client’s situation is.On average, our service costs around $10,000 per year, though larger venues can pay up to $50,000. For a client spending $10,000, we recently did a discovery meeting where the opportunity for them was about $130,000 in returns on that investment. On average, any business doing close to a million dollars annually in beverage sales should expect to recoup six figures if they follow our advice and coaching.Powills: This is where I’m going to turn this into a coaching call. Let’s start with your franchise story: you were tired of corporate America and took control of your future. Most people entering hospitality consulting feel the same way — they’re tired of working for someone else and want control over their time and money. Your message to them is clear: “When you're ready to take control, we have a business for you.”On the consumer side, your pitch is simple. For restaurants, dropping cost of goods by 3-5% essentially gives franchisees back their royalty, increasing profitability. The question for them is, “Would you like to stop paying royalties?” By reducing costs, you offer a solution that directly impacts their bottom line. Does this approach resonate with you?Walsh:&nbsp;I think that's a great idea. Ironically, we've always focused on independent restaurants because the sales cycle is easier — independent operators can make decisions without corporate approval. We've viewed franchise groups as too bureaucratic, with too many decision-makers involved.But maybe we’ve had blinders on to that opportunity. The way you put it — being able to tell franchisees they can save on royalties — is huge. It addresses one of the biggest complaints franchisees have: "I hate paying royalties." What am I getting for my royalties? I love that idea.Powills: Stay on that. You have 30 or 35 locations, right? So, it depends on the chain size. Let’s focus on emerging brands with under 100 units. A 100-unit brand might still take a shotgun approach, with one location in Seattle and another in Florida. Can your 35 locations go outside of their territory to set up the program, or does it require them to be on-site?Walsh:&nbsp;It currently requires our team to be on-site, but we are experimenting with a remote program. The challenge is that while there are plenty of good tools out there, everything relies on accurate data collection. If the data is off, it makes everything else meaningless.Our team is trained and experienced, typically handling three or four restaurants in a day, ensuring proper data collection. We’ve introduced software checks to help in-house teams count inventory accurately. While we can access point-of-sale and purchase data electronically, we can't count inventory remotely. If we can train restaurant staff to handle the counting, we can run the report and flag any issues that need rechecking. It's a newer process we're testing, but it's not yet our standard service.Powills:&nbsp;I'm not sure that solves it, but here’s another point. Think about the deal value if Brand X, with 100 locations, decides to bring all of them on board. If you hire someone who doesn’t have the capital to become a franchisee, you could build their book of business, using sweat equity or a higher royalty structure. You could also approach your current franchisees and say, "What if we built a national accounts team to target franchise restaurants interested in participating?" It might be worth exploring who would help build that network.Also, we worked with an independent restaurant group in Chicago that had 12 bars. Their head of marketing set up metrics similar to yours and used the cost savings to fund marketing. It’s another angle — telling independent restaurants, "We’ll save you 5%, and you can reinvest that into marketing to grow your business." If they don’t have the funds for marketing, they can find it in the savings.Walsh:&nbsp;Yeah, that’s a good idea. I love the business model, and I think what you have is spectacular. Simplifying the message to your buyer on both sides could be the key to taking it to the next level.Powills: Right. If there was a candidate watching this conversation up to this point, any last things you want them to know about the business?Walsh:&nbsp;In terms of the right people for this business, we’ve learned that while we’ve had some great operators, this is a highly relationship- and sales-based business. It’s a low-cost, low-investment franchise, but to succeed, you need to get comfortable with knowing your market and engaging with people.It’s a people-based, trust-driven business. Our clients give us their keys, alarm codes, and access to all their data, and that level of trust doesn’t come from a quick email or direct mail. You need to be out there, shaking hands and building relationships.This is a great business for those who are comfortable in that environment, want to make a difference, and help small business operators. If you have that energy and motivation, we’re the kind of business that facilitates opportunities for people entering the industry. We’re looking for good people.Watch the full podcast above or on&nbsp;<a href="https://www.youtube.com/watch?v=aKw4nx7rfpI&utm_source=1851franchise.com&utm_medium=article&utm_campaign=how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data-2727603" target="_blank" rel="nofollow">YouTube</a>.

Ray Walsh on Growing Barmetrix: From Software Engineer to Franchisor

1851 Franchise

https://www.youtube.com/embed/aKw4nx7rfpI

Ray Walsh, originally a software engineer, shares his journey to franchising and how Barmetrix helps bars and restaurants boost profits with data-driven inventory solutions.

How Barmetrix CEO Ray Walsh Transformed Restaurant Profits with Data

how-barmetrix-ceo-ray-walsh-transformed-restaurant-profits-with-data

Home Halo

Design with photo of senior and caregiver, Home Halo logo

How Home Halo Is Using Clinical Expertise to Set a New Standard in Senior Care

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Melting Pot

Photo of Melting Pot franchise owners Candice and Chad Hickerson and Diana Bonnett

Women in Business: Mother-Daughter Duo Leads Melting Pot Success in Arkansas

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Image Studios

How a Former Sherwin-Williams VP Found His Next Chapter with an IMAGE Studios Franchise

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ServiceMaster Restore

How ServiceMaster Restore Franchisees Offer Flexibility in Finance Options

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BIGGBY COFFEE

Luck Is Brewing: BIGGBY® COFFEE Brings Back Fan-Favorite Irish Cream Lineup for St. Patrick’s Day

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Large Domino’s Franchisee Files for Chapter 11 Bankruptcy

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Design with Precision Garage Door Service team members

RF Investment Partners and Burlington Capital Join Forces to Acquire Top Precision Garage Door Franchise

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Private Equity Fuels Jiffy Lube’s Next Chapter as Monomoy Strikes $1.3 Billion Deal

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McDonald’s and Burger King Take the QSR Burger Wars to Social Media

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Yum! Brands Pizza Hut Sale - 1851 Franchise

Possible Pizza Hut Sale Signals Shift in Yum! Brands’ Franchise Strategy

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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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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.

amada-senior-care-franchise-costs-fees-profit

Sparkle Dog Care Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: Sparkle Dog Care is a membership-based pet grooming franchise that blends wellness-focused hygiene services with small-box retail and community engagement.

sparkle-dog-care-franchise-costs-fees-profit-and-data

The founders of&nbsp;<a href="https://www.chillnicecream.com/franchising">Chill-N Nitrogen Ice Cream</a> have spent years perfecting the flash-frozen dessert equation. But as the brand nears the 20-unit mark and expands into multiple states, it’s narrowing its focus. In a strategic move to align ownership with a new phase of national growth,&nbsp;<a href="https://1851franchise.com/growth-club/chill-n-nitrogen-ice-cream-franchise">Chill-N</a> has announced its offering three of its established South Florida locations — Weston, Aventura and Fort Lauderdale — for resale.&nbsp;For CEO&nbsp;<a href="https://www.linkedin.com/in/davidleonardo/">David Leonardo</a>, the decision isn't about moving away from these markets. It’s more about putting the stores into the hands of those best equipped to take them to the next level: owner-operators at the local level.<h2>Shifting Focus to Support the System</h2>The resale of these three high-traffic stores signals a transition for the Miami-based brand. By divesting about 50% of the company-owned portfolio, the corporate team can redirect its resources toward supporting the broader system."The founders of the brand and the owners of those stores have not only assisted me. We’ve created a partnership in growing this franchise," Leonardo said. “They’ve been so busy with franchise growth that they’d really like to see a franchisee take over these stores and assist us with developing neighboring markets. It’s just the right move.”By hanging onto the stores that are geographically closest to the corporate headquarters, the brand remains lean and agile. Leonardo noted that the divestment sends a clear message to the rest of the system: corporate is fully committed to providing top-tier marketing, operations and technology support to franchisees.<h2>The Advantage of an Established Footprint</h2>For a prospective franchisee, the appeal of a resale often comes down to timing and certainty. Building a new location in South Florida is a notoriously long process, often taking nine to 18 months to clear permitting and construction. But a resale allows an owner to bypass that wait and step into a business with an existing contact list on day one."You have an existing customer base," Leonardo said. “You have reviews, regulars and trained staff. While there will always be things like marketing, operations and cleanliness to tweak, you can do that much faster than starting from scratch.”Beyond the time savings, the financial entry point is also often more accessible. While new&nbsp;<a href="https://1851franchise.com/growth-club/chill-n-nitrogen-ice-cream-franchise">Chill-N</a> builds have recently averaged around $300,000, Leonardo noted these resale opportunities will likely cost less. The brand’s priority isn't a high sale price. It’s finding a partner who can provide the boots-on-the-ground energy these 10-year-old locations deserve.<h2>Finding the Right "Local Flavor"</h2>While the liquid nitrogen process provides the wow factor, Leonardo believes the success of a neighborhood ice cream shop depends on the person behind the counter. The ideal candidate for the Weston, Aventura or Fort Lauderdale stores is someone who prioritizes the customer experience and community involvement."Our model is better suited for owner-operators,” Leonardo said. “It works for people who are more involved in the local community, doing activities, fundraisers and birthday parties.”This person might be a corporate professional looking for a career change, a local coach or a hospitality veteran. The goal is to find an owner who will drive ROI through tighter cost controls and grassroots sales growth (areas where a local owner typically outperforms a distant corporate office).<h2>A Roadmap for Future Growth</h2>Success for these stores under new ownership looks like a mix of immediate operational wins and long-term expansion. Leonardo points to the brand's Pembroke Pines, Florida location as a blueprint. Following a transition to a more present owner, the store saw a significant spike in sales and a reduction in waste.The ultimate goal for the incoming owners of the Weston, Aventura and Fort Lauderdale stores is to use them as a springboard. "If, within six to eight months, the owner comes to us and says, 'We’re ready for that second store,' that’s when you know the transfer worked and the owner is doing very well," Leonardo said.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://www.chillnicecream.com/franchising">https://www.chillnicecream.com/franchising</a>.About Chill-N Nitrogen Ice CreamFounded in 2012 in Miami, Fla. by South Florida native Daniel Golik, Chill-N Nitrogen Ice Cream is one of the first liquid nitrogen ice cream concepts in the nation. The first store opened in the Village of Pinecrest and today the brand has nearly 20 locations in Florida, South Carolina, Texas and Tennessee, with nearly a dozen stores in the development pipeline. Each serving of ice cream is flash-frozen before the customer's eyes while utilizing the brand’s high-output technology, software and hardware to produce a faster and more consistent scoop. The proven business model and investment in automation reduce labor costs and allow owners to focus directly on customer support and community engagement. For more information on franchise ownership or to find the nearest location, visit&nbsp;<a href="http://chilln.com">chilln.com</a>.&nbsp;&nbsp;

image of chill N' Nitrogen Weston, Aventura and Fort Lauderdale stores 

Leonardo explains the strategy behind reselling Chill-N’s Weston, Aventura and Fort Lauderdale stores and why acquiring proven locations is a compelling opportunity for franchisees. 

Strategic Resale, Stronger Growth: Chill-N CEO David Leonardo on Why Established South Florida Locations In Weston, Aventura and Fort Lauderdale Are Primed for New Ownership

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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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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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1851 Franchise 12 Lists of Christmas, Beauty, Spa, Personal Care Franchises

From full-service luxury spas to high-tech medspas and specialized wellness studios, these unique franchise models cater to the specialized needs of modern beauty and wellness enthusiasts.

The 12 Top Franchise Lists of Christmas: Beauty, Spa and Personal Care Franchises for 2026

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The automotive industry continues to show resilience, and its growth is largely driven by steady demand for accessible, high-quality car care. The United States automotive service market was valued at&nbsp;<a href="https://www.mordorintelligence.com/industry-reports/united-states-automotive-service-market">over $199 billion this year</a>, and it’s expected to grow at a compound annual growth rate of 5.98% over the next five years, representing a projected value of over $266 billion by 2030.For entrepreneurs, this stability and the variety of opportunities available in the automotive space make it an attractive industry for investments.Here are the top 15 automotive brands to consider for 2026:<h2><a href="https://1851franchise.com/franchise-deep-dive-aamco-transmissions-and-total-car-care-franchise-costs-fees-profit-and-data-2726640">AAMCO Transmissions &amp; Total Car Care</a></h2><ul><li><a href="https://franchises.aamco.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/aamco-transmissions-franchise-opportunity">Growth Club Website</a></li><li>Investment Range:&nbsp;$236,800 - $361,200</li><li>Unit Count:&nbsp;530+&nbsp;&nbsp;</li></ul>AAMCO is a trusted name in the auto repair space, specializing in transmission work and other, more complex car care services. With over 60 years of experience, the brand is a true category-leader with a strong reputation among consumers.<h2><a href="https://1851franchise.com/franchise-deep-dive-mighty-auto-parts-franchise-costs-fees-profit-and-data-2724565">Mighty Auto Parts</a></h2><ul><li><a href="https://www.mightyfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/mighty-auto-parts-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$247,000 - $595,600</li><li>Unit Count:&nbsp;95&nbsp;&nbsp;</li></ul>Mighty Auto Parts focuses on the distribution of auto parts, lubricants and shop supplies for automotive service providers. With an efficient parts system and rapid order fulfillment capabilities, franchisees can run an efficient, high-volume business.<h2><a href="https://1851franchise.com/milexmr-transmission-franchise-costs-fees-profit-and-data-for-2025-2728544">Milex/Mr. Transmission</a></h2><ul><li><a href="https://moranfamilyofbrands.com/milex-auto-care-franchise">Milex Franchise Website</a></li><li><a href="https://moranfamilyofbrands.com/mr-transmission">Mr. Transmission Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/milex-mr-transmission-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$267,300 - $362,700</li><li>Unit Count:&nbsp;111&nbsp;&nbsp;</li></ul>Milex and Mr. Transmission are part of the larger&nbsp;<a href="https://moranfamilyofbrands.com/">Moran Family of Brands</a>. With the option to develop individual Milex or Mr. Transmission businesses as well as co-branded Milex&nbsp;and Mr. Transmission locations, franchisees have flexibility in their investment and are able to tap into multiple revenue streams under one roof.<h2><a href="https://1851franchise.com/turbo-tint-franchise-costs-fees-profit-and-data-for-2025-2728451">Turbo Tint</a></h2><ul><li><a href="https://franchise.turbotint.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/turbo-tint-automotive-franchise">Growth Club Website</a></li><li>Investment Range:&nbsp;$295,510 - $415,400</li><li>Unit Count:&nbsp;20&nbsp;&nbsp;</li></ul>Turbo Tint offers window film services, a high-margin and relatively niche service. With efficient operations thanks to installs that can typically be completed in about an hour, Turbo Tint franchisees benefit from a high-volume, relatively low-complexity business model.<h2>HardTop Hotel</h2><ul><li><a href="https://hardtophotelfranchise.com/">Franchise Website&nbsp;</a></li><li><a href="https://1851franchise.com/growth-club/hardtop-hotel-franchise-opportunities">Growth Club Website</a></li><li>Investment Range:&nbsp;$120,200 - $193,460</li><li>Unit Count:&nbsp;5&nbsp;&nbsp;</li></ul>HardTop Hotel is a specialized concept catering to owners of hard- and soft-top vehicles, offering installation services, hard- and soft-tops for rent and sale, and storage solutions for those who like to remove the tops of their vehicles for the warmer seasons. In addition to the revenue created by sales, rentals and installation services, franchisees benefit from the longer-term stability of the storage model.<h2>Christian Brothers Automotive</h2><ul><li><a href="https://www.christianbrothersfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$550,250 - $680,400</li><li>Unit Count:&nbsp;300+&nbsp;&nbsp;</li></ul>Christian Brothers Automotive is a full-service repair franchise that focuses on great customer service. With a values-driven brand, Christian Brothers Automotive franchisees have an opportunity to build a more meaningful, community-centric business in an industry that is often viewed by customers as highly commodity-driven.<h2><a href="https://1851franchise.com/franchise-deep-dive-grease-monkeys-franchise-costs-fees-profit-and-data-2721791">Grease Monkey</a></h2><ul><li><a href="https://greasemonkeyfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$291,320 - $1,972,033</li><li>Unit Count:&nbsp;370+&nbsp;&nbsp;</li></ul>Grease Monkey is a quick-service auto franchise known primarily for its efficient oil changes and preventative maintenance services. By focusing on ease and efficiency in an industry that can sometimes be unpredictable or deliver subpar customer service, Grease Monkey franchisees can become the trusted resource for regular car care in their communities.<h2><a href="https://1851franchise.com/franchise-deep-dive-jiffy-lube-franchise-costs-fees-profit-and-data-2720873">Jiffy Lube</a></h2><ul><li><a href="https://franchise.jiffylube.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$232,000 - $520,000 (excluding real estate costs)</li><li>Unit Count:&nbsp;2,000+&nbsp;&nbsp;</li></ul>Jiffy Lube is one of the largest quick-service oil change and maintenance brands. The business model is designed for volume, and it encourages repeat visits from individual customers, creating strength and stability for franchisees.<h2><a href="https://1851franchise.com/franchise-deep-dive-maacos-franchise-costs-fees-profit-and-data-2724767">Maaco</a></h2><ul><li><a href="https://maacofranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$196,000 -&nbsp; $3,994,000</li><li>Unit Count:&nbsp;360+&nbsp;&nbsp;</li></ul>Maaco is an automotive franchise providing painting, cosmetic services and collision repair. Because Maaco is a body shop, as opposed to a standard maintenance brand or express oil change establishment, it leverages more specialized services and can stand out in the auto industry at large.&nbsp;<h2>Midas</h2><ul><li><a href="https://www.midasfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$106,650 - $1,132,640 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;975 in the U.S., 2,000+ worldwide&nbsp;&nbsp;</li></ul>Midas is a full-service auto repair and maintenance brand, offering both new-unit and business conversion options. With a few key service areas, including brakes, exhaust, tires, oil, steering, suspension and wheels, Midas can market multiple services to a single customer base, positioning franchisees to capture additional revenue.<h2>No-H2O</h2><ul><li><a href="https://noh2o.com/car-wash-franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$134,550 - $162,500</li><li>Unit Count:&nbsp;30&nbsp;&nbsp;</li></ul>No-H2O is a waterless, mobile car wash and detailing franchise. By excluding the use of water, No-H2O is more mobile and flexible than traditional wash and detail concepts, and it appeals to the growing eco-conscious crowd.<h2><a href="https://1851franchise.com/franchise-deep-dive-take-5-oil-changes-franchise-costs-fees-profit-and-data-2723018">Take 5 Oil Change</a></h2><ul><li><a href="https://take5franchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$287,145 - $2,053,642 (including both new and conversion opportunities)</li><li>Unit Count:&nbsp;1,100+&nbsp;&nbsp;</li></ul>Take 5 Oil Change is a convenience-driven oil change franchise that allows customers to stay in their cars for the duration of the service and targets a 10-minute maintenance time. This makes throughput more straightforward for franchisees and their teams, and it appeals to the busy customers of today.<h2><a href="https://1851franchise.com/franchise-deep-dive-tint-world-franchise-costs-fees-profit-and-data-2723226#stories">Tint World</a></h2><ul><li><a href="https://www.tintworld.com/franchise-opportunities/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$239,950 - $449,950</li><li>Unit Count:&nbsp;135+&nbsp;&nbsp;</li></ul>Tint World is a specialized vehicle and window film franchise offering tinting, detailing and other “automotive styling” services. By combining frequently sought services, like window tinting, with more specialized ones, like audio, lighting and other accessories, Tint World franchisees are positioned as the one-stop shop for vehicle enhancement.<h2>Tommy’s Express Car Wash</h2><ul><li><a href="https://tommys-express.com/franchise/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$4,976,759 - $8,522,378</li><li>Unit Count:&nbsp;215+&nbsp;&nbsp;</li></ul>Tommy’s Express Car Wash operates high-volume, express tunnel car-wash facilities that focus on speed without sacrificing quality. With precise equipment that automates much of the wash process, franchisees can keep labor costs low and scale more efficiently.<h2>Valvoline Instant Oil Change</h2><ul><li><a href="https://www.viocfranchise.com/">Franchise Website&nbsp;</a></li><li>Investment Range:&nbsp;$192,375 - $3,483,550</li><li>Unit Count:&nbsp;1,875&nbsp;&nbsp;</li></ul>Valvoline is a prominent national brand offering oil changes and preventative maintenance services. The brand boasts 18 consecutive years of same-store sales growth, and though it’s a nationally recognized brand, Valvoline notes there are still prime territories available, offering a unique combination of brand strength and recognition and future growth potential.From national giants like Jiffy Lube and Valvoline to specialty brands like Turbo Tint and HardTop Hotel, the automotive franchise space offers a diverse range of opportunities for all kinds of investors. Whether you’re drawn to the stability of recurring maintenance services or the innovation of tech-driven, specialized brands, these top franchises have the power necessary to drive your dreams forward.For more information on automotive franchise opportunities, check out these related resources from 1851 Franchise:<ul><li><a href="https://www.youtube.com/watch?v=Tvx0H511MtQ">Why Buy an Automotive Franchise? Drive Your Business to Success</a></li><li><a href="https://1851franchise.com/automotive-franchises-are-driving-into-the-future-with-tech-and-trust-2730075">Automotive Franchises Are Driving Into the Future With Tech and Trust</a></li><li><a href="https://1851franchise.com/growth-club/industry/best-automotive-franchise-opportunities">How To Start an Automotive Franchise Business</a></li></ul>

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