1851

Legal Player:&nbsp;<a href="https://www.linkedin.com/in/jenniferdolman/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=jennifer-dolman-franchise-attorney-top-franchise-legal-players-2025-2730215" target="_blank" rel="nofollow">Jennifer Dolman</a> Firm:&nbsp;<a href="https://www.osler.com/en/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=jennifer-dolman-franchise-attorney-top-franchise-legal-players-2025-2730215" target="_blank" rel="nofollow">Osler, Hoskin &amp; Harcourt LLP</a><a href="https://www.osler.com/en/people/jennifer-dolman/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=jennifer-dolman-franchise-attorney-top-franchise-legal-players-2025-2730215" target="_blank" rel="nofollow">Jennifer Dolman</a> is a Disputes partner at Osler, Hoskin &amp; Harcourt LLP and one of Canada’s most experienced franchise litigators. She came to franchising through trademark and brand disputes, then built a practice in the late 1990s, helping shape best practices as provincial franchise laws took hold. Today she advises franchisors on protecting core assets — trademarks, brand, goodwill and system — through careful franchisee selection and training, vigilant compliance and strong documents. She also brings a cross-border lens, regularly guiding U.S. brands as they adapt to Canada’s disclosure regime and navigate the risk of statutory rescission, misrepresentation and breach of duty of good faith and fair dealing claims.Dolman is a key member of Osler’s nationally recognized franchise group, a Band 1 Chambers Canada practice with more than 50 years advising 500-plus franchise systems and an integrated bench of commercial, litigation and subject-matter experts, supported by <a href="https://www.osler.com/en/expertise/services/franchise/osler-dash/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=jennifer-dolman-franchise-attorney-top-franchise-legal-players-2025-2730215" target="_blank" rel="nofollow">Osler Dash®</a>, the firm's technology platform that allows franchisors to automate their franchise legal documents and processes. She is deeply involved in the franchise bar — attending the Ontario Bar Association’s Franchise Law Section (chair from 2016 to 2018), attending U.S. franchise conferences and contributing an online franchise column to the National Post from 2012 to 2014 — reflecting a career defined by practical rigor, industry leadership and proactive, business-oriented counsel.1851 Franchise reached out to Dolman to learn how franchisors can protect their brand and avoid legal mistakes. Check out her insights below.1851 Franchise: What do you see as the most important things franchisors should do to protect their brand?Jennifer Dolman: A franchisor’s trademarks, brand, reputation, goodwill and system are core assets which a franchisor must closely guard and protect. Access to these assets is why franchisees enter into franchise agreements as opposed to becoming someone’s employee, starting their own business, or partnering with someone. Integral to protecting these assets is how a franchisor fosters and maintains its relationship with its franchisees, suppliers and customers.Franchisees are the system’s brand ambassadors — they’re the ones who sell products to and service customers (who in turn expect a consistent experience from the brands they trust, regardless of location). Franchisees therefore need to be carefully selected and trained, and franchisors should be regularly monitoring franchisee performance to ensure compliance with system standards. Franchisors should also take timely steps to address any defaults.The strongest franchise brands are the ones where franchisors have invested in training and communication and foster healthy relationships with their franchisees. Disputes are to be avoided and kept out of the press. And the basics still matter: many disputes arise from avoidable drafting mistakes in franchise agreements and disclosure documents. To protect their brand, franchisors should be retaining experienced franchise counsel who can ensure their agreements and disclosure documents comply with the law and accord with industry best practices. Protecting a franchisor’s brand is therefore about both the big picture and the fine print.1851: How important is the information in Item 19?Dolman: As Item 19 is a U.S. franchise disclosure document (FDD) requirement, and I’m a Canadian lawyer, I cannot opine on Item 19. However, as someone who regularly attends U.S. franchise conferences, and acts for U.S. franchise clients in respect of their franchise operations in Canada, I do have a high-level understanding of U.S. franchise law, including disclosure law. This dual perspective allows Osler’s franchise team to bridge the two systems. We have significant experience adapting our U.S. clients to the Canadian legal framework to ensure compliance and position them for success.I understand that Item 19 is the section in a U.S. FDD where a franchisor must include financial performance representations (FPRs) if it is making any, but that FPRs aren’t otherwise required. If FPRs aren’t included when they should be, I expect a franchisor would be in violation of U.S. law and exposed to lawsuits and other consequences.In Canada, there are seven provincial franchise statutes (and respective regulations): Alberta, Prince Edward Island, New Brunswick, Manitoba, British Columbia and Saskatchewan (not yet in force), with strict requirements about what must be disclosed to prospective franchisees.&nbsp;Similar to Item 19, it is voluntary to include FPRs in Canadian FDDs. If a franchisor opts to include FPRs, however, it must provide additional information about the FPRs in the FDD; failing to do so will expose the franchisor to a possible statutory misrepresentation claim. Additionally, even if a franchisor doesn’t make any FPRs in the FDD, it can still be subject to a statutory rescission claim if an FPR was made outside of the FDD (e.g., a sales presentation) and was not disclosed in the FDD. Statutory rescission results in the unraveling of the franchise agreement and requires the franchisor to refund all monies paid by the franchisee to the franchisor; purchase back inventory, supplies or equipment; and compensate the franchisee for any losses incurred. These statutory remedies have been described by our courts as draconian, and can be very damaging to franchisors, both financially and reputationally. Hence, complying with franchise legislation in Canada is extremely important.1851: What is the single largest legal mistake brands make?Dolman: Not investing in the right legal advisor from the get-go.Franchising is highly specialized, and the law is always evolving. A brand needs to work with a law firm that is well-versed and experienced in franchising, that understands the franchise model and the franchise industry, that keeps up with trends, is active in the franchise bar and attends conferences, writes in the area, and has lawyers who can proactively assist the company with avoiding risk.As a franchise litigator who regularly advises on statutory rescission and misrepresentation claims regarding FDDs, I have encountered instances where a franchisor worked with a lawyer who only dabbled in franchise matters, had not kept abreast of the latest case law developments and best practices regarding franchise disclosure, and prepared a deficient FDD that exposed the franchisor to litigation. If a franchisor fails to provide a FDD when one was required (there are a very few exemptions from disclosure and they are narrowly construed) or to disclose certain material information, and so long as a franchisee rescinds on time (a franchisee has up to two years from the date it signed the franchise agreement to rescind), then the franchisee shall be entitled to damages, which can be substantial.1851: How does Osler, Hoskin &amp; Harcourt LLP stand out as a franchise law firm?Dolman: How much time do you have?With over 50 years of experience advising more than 500 franchise systems, including a large number of U.S. franchisors on their expansion into Canada and ongoing operations, our integrated team of commercial franchise lawyers, litigators and subject matter experts (M&amp;A, real estate, tax, employment, insolvency, etc.) who understand the franchise model is recognized as Canada’s leading franchise law practice. We set the standard for advising franchisors on Canada’s complex regulatory environment, combining unmatched expertise and experience with the depth of a full-service, 600+ lawyer national firm. Ranked Band 1 in Chambers Canada for franchising and supported by our innovative Osler Dash® platform, we deliver efficient, practical and business-focused solutions that give domestic and global brands confidence in their Canadian growth.1851: How did you fall into franchising?Dolman:&nbsp;I first came to franchising through the intellectual-property door. In my early years at Osler (I’ve been fortunate to spend my entire career here), my litigation practice included various trademark disputes, which naturally sharpened my fascination with brands and branding generally. Around that time, I crossed paths with&nbsp;<a href="https://www.linkedin.com/in/frankzaid/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=jennifer-dolman-franchise-attorney-top-franchise-legal-players-2025-2730215" target="_blank" rel="nofollow">Frank Zaid</a>, who prior to being recognized as Canada’s “dean of franchise” in the days before any franchise-specific legislation existed, was an intellectual property lawyer. Frank needed a litigator who could step into the trenches when franchise disputes erupted, and I seized the opportunity. That experience proved to be transformative for me: in the mid- to late-1990s it was still early days for franchising legislation. I found myself advising franchisors on issues that would later be codified in franchise legislation, allowing me to help shape best practices from the ground up. To stay ahead of the curve, I began attending the major U.S. conferences including the ABA Forum on Franchising and the International Franchise Legal Symposium while simultaneously immersing myself in the Ontario Bar Association’s Franchise Law Section (I was on the executive for many years and was chair from 2016-2018) and the Canadian Franchise Association. From 2012 to 2014, I wrote an online franchise column in the Financial Post section of one of Canada’s national newspapers, the National Post.1851: What is the best business advice you have received in your career?Dolman:&nbsp;The best business advice I’ve received is that opportunity rarely comes to you — you have to create it. Early in my career, a mentor told me: “If you don’t ask someone to dance, they can’t say yes.” This stayed with me because it applies to everything we do — business development, client relationships, leadership. In our work, this means leaning in, understanding a client’s goals deeply, and proactively offering solutions rather than waiting to be asked.As for advising on franchise matters, franchise lawyers need to understand their clients’ franchise model, business operations and objectives, as well as the business realities faced by their clients. Franchisor lawyers also need to stay ahead of regulatory developments and on top of legal cases and industry trends. Being a great lawyer isn’t just knowing the law; it’s about being a trusted advisor who proactively finds business-oriented solutions and other opportunities for their clients so they can achieve their goals.This proactive mindset shapes the way we work at Osler — we aim to anticipate our clients’ needs and add value.1851 Franchise’s Supplier Database connects franchisors and franchisees with top legal experts. If you need guidance on agreements, compliance or disputes, click&nbsp;<a href="https://1851franchise.com/supplier/?limit=12&amp;page=1&amp;sort=name&amp;order=ASC&amp;category=6">here</a> for more information.

Jennifer Dolman, Disputes Partner | Osler, Hoskin & Harcourt LLP — 2025 Top Legal Player

1851 Franchise

1851 Franchise’s annual roundup of the top legal players in the industry is back. Meet Jennifer Dolman and hear her insights on legal issues in the franchise space.

2025’s Top Franchise Legal Players: Jennifer Dolman - Osler, Hoskin & Harcourt LLP

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MUFC offers access to one of the most qualified rooms in franchising, but most operators are not buying today, forcing brands to rethink how they build long-term demand.

The Secret to Selling Franchises: You Spent Thousands at Multi-Unit. Now What?

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

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

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

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

Woofie's Franchise Costs, Fees, Profit and Data for 2026

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

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

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

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

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