1851

Legal Player:&nbsp;<a href="https://www.linkedin.com/in/joelbuckberg/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=joel-buckberg-franchise-attorney-top-franchise-legal-players-2025-2730252" target="_blank" rel="nofollow">Joel Buckberg</a> Firm:&nbsp;<a href="https://www.bakerdonelson.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=joel-buckberg-franchise-attorney-top-franchise-legal-players-2025-2730252" target="_blank" rel="nofollow">Baker Donelson</a><a href="https://www.bakerdonelson.com/Joel-Buckberg?utm_source=1851franchise.com&utm_medium=article&utm_campaign=joel-buckberg-franchise-attorney-top-franchise-legal-players-2025-2730252" target="_blank" rel="nofollow">Joel Buckberg</a> entered franchising in 1985, when Days Inns of America was shifting from company-owned to franchised hotels and needed a lawyer devoted to that strategy. He learned fast, mixing continuing legal education with on-the-ground problem solving, and found a niche where legal counsel and business analysis work side by side. That blend still defines his approach. Buckberg argues that brand culture matters more than the paperwork, because customers meet the brand through franchisees and their staffs. He pushes for training that shapes both service and technical execution, reinforces what works, corrects what doesn’t and, when necessary, removes owners who can’t meet the mark.His advice tracks the economics as closely as the law. He calls Item 19 the best way to answer the question every prospect asks — “How much can I make?” — with data a franchisor can substantiate. He also warns against the hidden cost of delay: tolerating noncompliance poisons a system, so purging a bad operator early can be worth more than any cost-benefit tally at a single unit.&nbsp;At Baker Donelson, Buckberg brings a wide platform and a long view, helping franchisors and multi-unit owners build frameworks that fit the business, not the other way around. The through line is simple and demanding: listen to the client, manage risk with clear eyes and protect the brand so it can grow.1851 Franchise reached out to Buckberg to learn how franchisors can protect their brand and avoid legal mistakes. Check out his insights below.1851 Franchise: How did you fall into franchising?Joel Buckberg: I was recruited to join the legal department of Days Inns of America when I was an associate at an Atlanta firm in 1985. The brand was moving from company-owned to franchised hotels and needed a lawyer dedicated to the support of that business strategy. I learned on the job (and with lots of CLE). The practice combined legal advice and business analysis, so I got to exercise some of my MBA skills as well.1851: What do you see as the most important things franchisors should do to protect their brand?Buckberg: This may seem odd for a lawyer to say, but the brand culture is more important than the franchise agreement. The franchisees and their staffs, not the franchisor, interact with retail customers. If those interactions deliver the product or service as intended by the franchisor, the brand will be successful. Inculcating the brand culture and creating the right mindset for those engaged in customer interaction is paramount. Training in both the technical and service elements of the business, reinforcement of positive behavior and correction of nonconforming behavior are critical to long-term success. That leads to the ultimate brand protective device — selecting the right people to be the franchisees and removing the wrong people from the franchise community when their performance, or the lack thereof, justifies the drastic step of termination.1851: How important is the information in Item 19?Buckberg: “How much can I make?” is the single most important question a prospective franchisee will ask, or think about in making the decision. Where the answer to the question is obtained is a matter of how much control over the response the franchisor wants to exert. No investor will invest in a business unless they have a reasonable idea of what economic return is attainable. Item 19 allows a franchisor to provide an answer that it controls and can substantiate, and present the detail necessary to support understanding of the unit economics of the franchised business. It does have its limitations, and franchises with complex business and logistical models render Item 19 very difficult to draft.1851: What is the single largest legal mistake brands make?Buckberg: Brands balance legal expense with perceived value of the service obtained. Sometimes the perceived value doesn’t equate to the expense, but is necessary to protect the brand. A bad operator can poison the brand, so the sooner the bad operator is purged — even if the cost-benefit analysis for the operator’s unit doesn’t justify the cost — the better off the brand will be. Franchisees are acutely aware of market perceptions of the brand and their fellow operators. Tolerating noncompliance really is detrimental to the long-term health of the brand.1851: How does Baker Donelson stand out as a franchise law firm?Buckberg: We offer a wide range of services as a large firm with a unique footprint, plus decades of experience in all phases of franchise business growth, development and disposition. We take a long view to help franchisors and multi-unit franchisees set the foundation for profitable growth and sustain the profits when growth objectives are achieved. One size doesn’t fit all, and the bespoke legal framework we help create fits the business, not vice versa.1851: What is the best business advice you have received in your career?Buckberg: Listen to what the client wants from you and from their business, understand that your role is to help them assess and manage legal risk and create a framework for achieving their objectives. Building and maintaining trust between lawyer and client is the hardest to achieve but the most rewarding aspect of law practice.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.

Joel Buckberg - Baker Donelson - Franchise Legal Players 2025 - 1851 Franchise

Joel Buckberg, Franchise Attorney | Baker Donelson | 1851 Franchise

1851 Franchise

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

2025’s Top Franchise Legal Players: Joel Buckberg - Baker Donelson

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Right at Home

Right at Home Recognized as Best of Home Care® Endorsed National Provider

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KidStrong Franchising, LLC

A 61-Unit Development Agreement Puts Joe Pedatella at the Top of KidStrong’s Development Ranks

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Right at Home Targets Providence, Warwick and Nearby Communities for In-Home Care Growth

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Caring Transitions

What Territories Are Available for Caring Transitions Franchises in 2026?

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New U Women's Clinic & Aesthetics

Why New U is Targeting Spokane for Franchise Growth

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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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Restaurants Stand Out in 2025 Hiring as Consumers Look for Simple Treats

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Photo of SONIC franchise logo against blue sky backdrop

KBP Brands Acquires 78 SONIC Locations Across Five States

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IFA Releases 2026 Franchising Economic Outlook Report, Predicting Over 12,000 New Franchised Businesses This Year

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Restaurants Eye $1.55 Trillion in 2026 Sales as Value and Cost Pressures Define the Year

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The casual "tire-kicker" buyer has largely exited the funnel. Now, franchisors are looking at leaner, more urgent and financially sophisticated candidates — a clear shift from just a few years ago. For development teams, the challenge is no longer generating volume; it’s recognizing that the people in front of them aren’t buying a dream. They’re making a strategic investment.Development teams still hunting for the wide-eyed dreamer will be let down in 2026. These prospective franchisees do still exist, but the calculated investor is much more common. These people, in most cases, aren’t looking for a hobby, and franchisors must recognize this change and act accordingly.<a href="https://www.linkedin.com/in/jerry-defeo-cfe-46244a27">Jerry DeFeo</a>, vice president of franchise operations at&nbsp;<a href="https://honeybakedfranchise.com/">Honey Baked Ham</a>, says the new dynamic is defined by a distinct move toward asset diversification.“Over the past year, we've seen a noticeable shift toward more experienced, more intentional franchise buyers,” DeFeo said. “One of the most significant trends is an investment shift into the franchise industry — more people who previously invested in the stock market or real estate are now investing in businesses as part of their diversified portfolios. This represents a fundamental change in how investors view franchise ownership.”<figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=vlfduHqGy7I"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3DvlfduHqGy7I" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>The Four Personas You Will Meet in 2026</h2>To sell franchises this year, you must have a clear vision of who you’ll be interacting with, and you have to adjust accordingly. A cookie-cutter approach to each interaction won’t work. The 2026 buyer pool, while consistently moving toward the sophisticated investor, still has segments defined by specific, urgent pain points.According to DeFeo, the modern candidate pool is populated by four primary personas, each requiring a tailored narrative:<ul><li>The Diversifying Operator: These are multi-unit operators who are already in the game and looking to diversify into simpler, higher-margin concepts or to grow with brands that offer strong growth potential in their markets.</li><li>The Urgent Corporate Refugee: These are professionals exiting traditional career paths. DeFeo says that many were previously "window shoppers" but are now “moving with real urgency due to job market volatility.”</li><li>The Family Partnership: Husband-and-wife teams or family units seeking lifestyle flexibility and predictable hours.</li><li>The Second-Generation Builder: Entrepreneurs who grew up around franchising and are now stepping into ownership themselves, bringing a lifetime of implicit knowledge to the table.</li></ul><figure class="media"><div data-oembed-url="https://www.youtube.com/watch?v=mmst5KNVEx8"><div class="iframely-embed"><div class="iframely-responsive"><iframe src="//cdn.iframe.ly/api/iframe?app=1&amp;api_key=fd3b6b3731f34f55ba1fe3&amp;url=https%3A%2F%2Fwww.youtube.com%2Fwatch%3Fv%3Dmmst5KNVEx8" frameborder="0" allow="autoplay; encrypted-media" allowfullscreen=""></iframe></div></div></div></figure><h2>Selling Security in the Age of AI</h2>The motivation for ownership has evolved from "freedom" to "security."In the past, franchise marketing hooked candidates on the idea of being their own boss. In 2026, the pitch must address the fragility of traditional employment. With the rise of&nbsp;<a href="https://1851franchise.com/ai-unemployment-impact-white-collar-job-loss-2729492#stories">artificial intelligence</a> and corporate restructuring, the "safe corporate job" is no longer the baseline for security.“We're witnessing a fundamental shift in how Americans view income security,” DeFeo said. “Traditionally, most Americans viewed employment as the most secure form of income. However, with AI and other circumstances beyond their control beginning to affect jobs, people are increasingly looking to entrepreneurship as a more secure income source.”For franchisors, this means your value proposition must address the elephant in the room. You’re selling a business opportunity, yes, but you’re also selling safety. Stability.“Economic uncertainty and corporate layoffs have led many professionals to rethink long-term career stability,” DeFeo said. “Franchising offers a proven model with more control over one's economic future.”<h2>Resonance: Operational Simplicity and Heritage</h2>The buyer has changed, and the presentation has to change with them. In a high-interest environment, "sexy" and trendy concepts are viewed as high-risk liabilities. The 2026 buyer is looking for substance.They want boring, predictable revenue. They want concepts that have survived recessions before. Of course, the occasional buyer will still seek a more innovative concept, but they’re becoming the exception, not the rule.“Our brand's history and proven longevity resonate most strongly with buyers,” DeFeo said. “HoneyBaked Ham is synonymous with family holiday celebrations — we're part of their traditions year after year. This emotional connection and established presence sets us apart from newer, trendier concepts that may come and go.”Beyond history, the modern buyer — and especially the multi-unit operator — is looking for something straightforward and scalable.“Operational simplicity: Buyers are prioritizing concepts with streamlined systems, reasonable labor requirements and predictable daily operations,” DeFeo said. “Models that don't require extensive back-of-house buildouts or complex processes are especially attractive.”To take it a step further, these buyers understand the danger of relying on a single revenue stream. They are looking for brands that can perform across multiple channels or markets to ensure they’re not relying on a single revenue stream to succeed.<h2>Separating the Browser From the Buyer</h2>With a more sophisticated buyer comes a more sophisticated vetting process. Separating the window shoppers from the true portfolio builders will help franchise development teams save time and make the most of their development dollars. But how?The answer lies in consistency. The serious 2026 buyer treats the due diligence process like a structured research phase, not a hot-and-cold cycle where interest ebbs and flows.“The key indicator is consistent engagement from the beginning,” DeFeo said. “Serious candidates follow the process methodically with steady interest — no dips, starts or stops. They're the ones we don't have to chase. In contrast, browsers tend to be sporadic and inconsistent throughout the process.”Serious buyers also show their hand early, even if it’s subtle at first. They are financially transparent, they ask operational questions about things like real estate and staffing, not just “How much will I make?”, and they actively seek out existing franchisees for validation.Ultimately, success in 2026 comes down to meeting these candidates at their level of sophistication. The prospective franchisee is no longer just buying a job; they are scrutinizing a business partner. By recognizing the specific persona across the table and respecting their need for security and operational clarity, development teams can stop chasing ghosts and start building a pipeline of qualified, ready-to-sign operators.To align your development strategy with this new class of buyer, start with these actionable steps:<h2>Key Takeaways and To-Dos for Development Teams</h2><ul><li>Audit your "Stability" messaging: Review your franchise development website and brochures. If you are still selling dreams, pivot immediately to "security." Highlight how your model protects against economic volatility and acts as a diversified asset class.</li><li>Filter for engagement, not just capital: Stop chasing candidates who go dark. “Prioritize candidates who demonstrate clear reasoning for ownership, not just curiosity,” DeFeo said. Implement structured qualification checkpoints; if they miss a checkpoint without a valid reason, move them to a nurture campaign.</li><li>Don't abandon "Legacy" channels: While digital marketing is essential, do not count out traditional media. DeFeo says that print advertising and word-of-mouth have been powerful sources for finding quality buyers.</li><li>Showcase operational simplicity: Create "day in the life" content that proves your model is manageable. Buyers aren’t looking for lifelong 16-hour days — no matter how much financial security that would offer. Show them streamlined systems, reasonable labor models and simplified back-of-house operations to reduce their perceived effort-to-return ratio.</li><li>Lead with Multi-Channel Revenue: If your concept offers catering, retail or B2B revenue streams, put that front and center. The 2026 buyer wants to know that if one revenue channel dips, there are others to hold up the P&amp;L.</li></ul>For more information on buyer personas and the ideal franchisee, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-attract-the-right-franchisees-2728985#stories">How to Attract the Right Franchisees: Selling Your Franchise Opportunities Effectively</a></li><li><a href="https://1851franchise.com/franchise-lead-generation-how-to-find-your-ideal-franchisee-candidates-2724868#stories">Franchise Lead Generation: How to Find Your Ideal Franchisee Candidates</a></li><li><a href="https://1851franchise.com/how-to-boost-your-business-with-targeted-local-marketing-strategies-2722500#stories">How to Boost Your Business with Targeted Local Marketing Strategies</a></li></ul>

The franchise candidate pool is increasingly judicious. From diversifying operators to second-generation investors, here’s who is in the market now and how to appeal to them.

How to Sell Franchises in 2026 — Franchise Buyer Personas: Who’s In-Market Now?

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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

How To Sell Franchises in 2026 — Top Channels Franchise Buyers Use Before They Inquire

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For more than 15 years,&nbsp;<a href="https://hellomainland.com/">Mainland</a> has secured coverage for brands on FOX, NBC, CBS and ABC, as well as placements in local outlets such as&nbsp;<a href="https://www.noozhawk.com/">Noozhawk</a> in Santa Maria, California, or&nbsp;<a href="https://tbbwmag.com/">Tampa Bay Business &amp; Wealth</a>. With hundreds of PR placements each year, there must be some secret sauce to their stories — a possible angle that is irresistible to a producer who doesn’t seem interested in anything you have to offer. A secret phrase that unlocks doors and turns on TVs in your target market.&nbsp;What if we told you the answer was simple?<h3>Let’s Do an Experiment</h3>Imagine a franchise brand is opening its doors in your city, and you see this headline on Facebook:&nbsp; National Fitness Franchise Announces Expansion Into Downtown With Three New Territories Signed.If you were a news producer, that headline might not inspire much beyond construction and, maybe, a grand opening months down the line. By the time the scissors are ready to cut, you’ve moved on.&nbsp;Now try this:&nbsp; After a Career-Ending Injury, Former Ohio Track Athlete Is Bringing National Fitness Franchise to Combat the City’s Post-Pandemic Health Crisis.See the difference? Maybe images of a former athlete jumping a hurdle spring to mind, or an in-studio demonstration. Suddenly, there’s an opportunity to highlight statistics around an important, timely health issue that the brand is working to address.&nbsp;Framing matters. People matter — more than brands think. This isn’t just a happy accident of copywriting. It’s a calculated editorial strategy that is heavily implemented at Mainland to land placements and media buys.<a href="https://www.linkedin.com/in/morgan-wood1/">Morgan Wood</a>, content manager at Mainland, has personally published more than 2,000 articles for&nbsp;<a href="http://1851franchise.com">1851Franchise.com</a>. She is the exclusive writer for record-breaking brands like&nbsp;<a href="https://1851franchise.com/layneschickenfingers">Layne's Soon To Be Famous™ Chicken Fingers</a> and&nbsp;<a href="https://1851franchise.com/parisbaguette">Paris Baguette</a>.&nbsp;&nbsp;To understand how to consistently find the "human hero" in brand stories and start winning at PR, 1851 Franchise sat down with Wood to get some recommendations.1851 Franchise:&nbsp;How do you approach writing and telling someone's story?Morgan Wood: I've always been a “why person.” You know those little kids that ask a question, and you answer, and they say, “But why? But why? But why?” That was always me as a kid. I think I have a natural curiosity for everything, and I really think that everybody has an interesting story. It's just a matter of getting to it.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.”&nbsp;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.1851:&nbsp;What do you think about Mainland’s “Brands don’t sell brands, people do” method?Wood:&nbsp;When I'm browsing, I'm going to click on stuff that I feel like I relate to or something that is a human interest story.In franchising, people often think, “I'd love to do that, but I don't know if I can,” or “Somebody else can do it, but I just can't.”&nbsp;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. 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.I think that can draw people in more effectively than “This restaurant is growing!” or “This business is opening!” ever could.1851: How do you tell your writers to find the human hero in the story?Wood:&nbsp;We have talked a lot about continuing to ask the questions. Again, everyone has a story. We just have to get to it. I've said countless times, “Just keep asking. There has to be something. Think outside the box. Get curious on these calls with the franchisee, and really think about what is special about this person.”&nbsp;One of our questions for franchisee feature interviews is “What do you want me to know about you?” That opens it up. Regardless of your business or what you did before you bought a franchise, what do you want me to know about you?Being able to do that and dig deeper, even when there may not be an immediate connection between this story and their franchise journey, is really valuable. There have been times when it “clicks” later, and the writer realizes, “Oh, that's why they're the hero!”1851: Headlines and images are the first two things that people see. Are there any tricks in your bag when it comes to headlines and imagery to get picked up?Wood: Specifically in headlines, we want to talk about the human hero, but we don't necessarily want to say their name. We want to say who they are.&nbsp;More people are going to search for things like “veteran franchisee” or “moms in franchising”&nbsp; rather than a name that they’ve never heard before.It also has to be interesting, but you can't give everything away in the headline.&nbsp;And then with the image, just as much as possible, get a picture of a real person. It’s as simple as having something that people care about, and something that will catch a reader’s eye. If we’re talking about a person, we don’t want a stock image that someone will scroll right past.1851: Do you have any advice that you would give brands looking to get started right away?Wood: I think many in the franchise space have heard of the franchise horror stories: “I pay my franchise fee and the franchisor disappears,” or “I'm just a store number to them, I'm not a person.”One of our clients often says that, to be a franchisor, you need to understand what the franchisee is going through. When someone at the franchisor gets home from work, their family will ask, “How was work?” When a franchisee gets home, their family is asking, “How were sales today?” or “How was traffic?” These are franchise units, but they often represent the investment of someone’s life savings and a manifestation of so many hopes and dreams for the future. We can’t lose sight of that.&nbsp;No matter how big the brand gets or how fast they're growing, franchisors need to remember that these are real people with real backgrounds. Many have real families that this is supporting, and they've invested so much into this business. They’re building something in their communities and trying to make the most of the opportunity.They can’t just be viewed as “the person that's going to help me get a PR win.” They're still people. When you start from a place of humanity, the rest comes more naturally.Growing and selling franchises is difficult. Want to learn more about how Mainland helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://hellomainland.com/">https://hellomainland.com/</a>&nbsp;and see what we can do for you.

image of morgan wood, content manager at mainland, pr methods at mainland

Content Manager at Mainland, Morgan Wood, shares the vital theory behind achieving PR success for franchise brands and beyond.

How To Craft PR Stories That Connect: How Mainland Focuses On The Human Hero Of A Story

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Walk the floor at any franchise conference and you’ll see the same playbook: glossy booths, bold growth claims and sales teams hoping to catch a multi-unit operator in a good mood. The problem isn’t effort. It’s targeting. Most serious multi-unit operators aren’t wandering the expo hall hoping to be surprised by a new concept. They’re watching from a distance, looking for signals that a brand is already producing repeatable outcomes.If you want to understand how brands create those signals, join me at&nbsp;<a href="https://www.youtube.com/playlist?list=PLYoYh1wSeGsT6GH4f7iR6GWMvRI8Pd2J3">Coffee &amp; Analytics</a> at 11 a.m. CST, Friday, March 20 (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).&nbsp;Because the brands that win with multi-unit operators don’t chase them down — they give them a reason to lean in, and it all comes down to one thing: momentum.Not marketing. Not lead generation. Not a franchise portal listing.Momentum.When you have momentum, what happens next? Here’s how multi-unit franchisees actually think.I’ve sat across from some of the most sophisticated franchise operators in the country. The questions they ask are simple — and brutal:<ul><li>Is leadership credible?</li><li>Is there a vision?&nbsp;</li><li>Is this brand meaningfully different?</li><li>Does the investment produce real wealth?</li><li>Is the growth strategy intentional?</li><li>Are existing franchisees reinvesting?</li></ul>Notice what’s missing from that list. They’re not asking how many leads you generate, how pretty your franchise deck looks or how big your booth is.They’re evaluating whether your brand deserves their capital. Your website, your PR, your content and your industry presence should answer those questions before you ever meet them. Most brands fail here.<h2>The ROI Truth Nobody Says Publicly</h2>Serious franchisees are capital allocators. If they extract all available cash flow, they want to recover their investment in about three years.If it takes longer, they categorize the brand as lifestyle, not scalable.Many franchisors struggle to attract multi-unit buyers because they designed a franchise, but not an investment vehicle. Multi-unit operators don’t buy concepts; they buy compounding opportunities.<h2>You Are Not Selling Franchises</h2>This is the mindset shift that separates breakout brands from stalled ones. You are not selling franchises. You are building a machine that opens profitable units repeatedly.Franchise fees don’t create enterprise value. Open locations do. Healthy unit economics do. Operators expanding inside your system do.Brands that go from 20 units to 200 understand one thing: One great franchisee is worth millions in lifetime system value.The goal is not more deals. The goal is better operators who keep building.<h2>The Broker Conversation Franchisors Avoid</h2>Brokers have a role,&nbsp; but you need to understand the math. Most broker models favor large territories and multipacks because commissions scale.Here’s the unintended consequence: You accidentally drain the franchisee’s growth capital before they ever open location two. Then development slows, validation weakens and future multi-unit buyers walk away.You didn’t fail at sales. You weakened your future pipeline.Smart franchisors protect franchisee capitalization like investors protect cash reserves.<h2>So, Should You Go to the Multi-Unit Conference?</h2>Yes, but not for the reason you think. You are not there to sell. You are there to signal legitimacy.If I ran your booth, I’d do five things:<ol><li>Book relationship meetings before the show starts.&nbsp;Do not rely on walk-up selling.</li><li>Ask operators for advice.&nbsp;Nothing builds credibility faster.</li><li>Lead with your unfair advantage.&nbsp;If someone walks past your booth, could they explain your brand in five seconds?</li><li>Engineer follow-up momentum.&nbsp;Webinars, content and visibility should be planned before you arrive.</li><li>Bring franchisees, not executives.&nbsp;Operators close operators.</li></ol><h2>The Hard Truth Most Brands Need to Hear</h2>If multi-unit franchisees are not engaging your brand today, it is rarely an economics problem first. It is usually a signal problem.You haven’t yet shown the market predictable success, scalable economics, leadership clarity or industry momentum.Multi-unit buyers don’t gamble. They invest where confidence already exists.Winning brands understand a simple reality: You don’t chase multi-unit franchisees. You build a system they start researching before you ever meet them.That happens when three things align:<ul><li>Business Model: a clear path to wealth creation</li><li>Drumbeat:&nbsp;constant industry visibility</li><li>Expectations:&nbsp;transparent outcomes</li></ul>When those align, something interesting happens. You stop pitching, and sophisticated operators start calling you.If you’re reading this and thinking, “We’re not there yet,” good. That’s the moment real franchise growth begins.Join me at Coffee &amp; Analytics at 11 a.m. CST (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).We’re going to talk about how franchise brands move from selling franchises to becoming platform brands multi-unit operators compete to join. Because the next generation of franchise winners won’t be the loudest brands. They’ll be the brands that built momentum before everyone else realized what was happening.

image of coffee and analytics with nick powills explaining multi-unit franchisees

1851 Franchise Publisher Nick Powills explains why your $20,000 conference booth is failing and the "signals" you actually need to attract sophisticated capital.

Stop Chasing Multi-Unit Operators. They Aren’t Looking for You

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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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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.”

With complementary strengths and a shared commitment to compassion, Manar Landis and Maha Zirn-Kashoor turned the right moment — and the right mission — into a meaningful family enterprise.

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

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For&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-these-tenured-franchisees-continue-to-grow-with-trublue-2726985">Tim and Kay Diemont</a>, owning a&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a> franchise in Yorktown, Virginia, is a shared purpose. Over the past decade, the couple has built one of&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue’s</a> most successful and enduring operations, all while strengthening their marriage, deepening their community connections and setting an example for what family-owned franchising can achieve.By the time TruBlue came into their lives, both Tim and Kay were ready for a new chapter.“Tim was working as a regional director of stores and in charge of the East Coast. I had been with the same architectural firm for 20 years,” Kay said. “Tim was tired of the corporate demands, traveling and wanted to be home more. He also wanted to be doing something that would be rewarding and help in our community — the community where we raised our two sons. My employer was getting ready to retire and, since [Tim and I] had always wanted to work together, the timing seemed perfect for both of us.”The couple’s shared vision aligned perfectly with&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/why-trublue-is-a-strong-franchise-choice-in-the-growing-senior-industry-2728519">TruBlue’s mission of helping seniors and busy families maintain their homes with ease and peace of mind</a>.<h2>From Marriage Partners to Business Partners</h2>Transitioning from life partners to business partners came naturally to the Diemonts.“Since we were already partners, this new partnership was an easy transition,” Kay said. “Tim knew how to manage people and had been in a leadership position for many years. I was already trained administratively and had worked in marketing for both the architectural firm and for a local mayor. So, my community connections were very strong in this area.”Their complementary skill sets have proven invaluable. A U.S. Air Force veteran originally from Michigan, Tim brought strong operational and leadership experience from his years managing retail teams. Kay, who has lived in the Yorktown area her entire life, leveraged her local relationships and administrative background to handle marketing and office management.The couple’s oldest son, Derrick, is a systems engineer who has contributed to the business over the years. “His expertise with setting up our computer needs and just his overall help with the business was and continues to be a huge plus,” Kay said.The Diemonts say that working together has improved their&nbsp;<a href="https://1851franchise.com/strategicfranchising/work-life-balance-as-a-franchise-owner-is-it-possible-2728825">work-life balance</a> rather than complicating it. “Since we work together, our schedules are the same,” Kay said. “We can take as much time off as we want or need, and we enjoy traveling extensively every year.”<h2>Choosing TruBlue for Their Family’s Next Chapter</h2>When the Diemonts first began exploring franchise ownership, they were drawn to opportunities that allowed them to&nbsp;<a href="https://1851franchise.com/the-top-25-franchise-brands-committed-to-serving-their-communities-2724335">serve their community</a>.“Tim was looking into a senior care franchise and at the time the one he was interested in pursuing was already taken in our area,” Kay said. “The person he was speaking with at&nbsp;<a href="https://strategicfranchising.com/">Strategic Franchising</a> mentioned a new franchise they were developing. It sounded like a perfect fit for someone who already knew managerial and handyman skills. We were one of the first to open a TruBlue, and we have been the proud owners since 2013.”The TruBlue model — focused on home maintenance, handyman services and senior safety — felt like the right blend of purpose and practicality. “Tim always had faith and knew we would be a success,” Kay said. “The model for TruBlue was perfect! Our co-workers, family and friends loved the concept, and we had customers lined up before we ever purchased our territory.”<h2>Family Ownership in Action</h2>As business partners, the Diemonts run their franchise with the same&nbsp;<a href="https://1851franchise.com/how-a-franchisor-can-cultivate-a-strong-franchise-community-2722789">teamwork and communication</a> that have defined their marriage for nearly five decades.“We have great partners, who are like-minded to bounce ideas through,” Kay said. “All our employees know they can come to either one of us with a question or a problem and 98% of the time, they will get the exact response from us. The other small percentage is only due to Tim’s knowledge of certain handyman jobs and mine would be administrative questions regarding invoicing or payroll.”That united front has helped them build a loyal team and a strong reputation throughout Yorktown and the surrounding Peninsula communities. “Our client base is strong because we provide our customers with a good service at a great value, and it is continually growing,” Kay said. “Our employees are happy to be a part of our team and we are sure all of them would stay with or continue with any new owner, whether it be family or someone new.”<h2>Building a Family Legacy</h2>After more than 10 years in business, the Diemonts have watched TruBlue grow from a small emerging concept into a&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/trublue-accelerates-growth-in-2025-with-record-breaking-midyear-momentum-2730055">nationally recognized brand</a>. But for them, the most important growth has been personal — and local.“Hopefully, we have built a business that either one of our sons would be proud to carry on in the future,” Kay said. “Our client base is strong because we provide our customers with a good service, at a great value and it is continually growing.”The couple takes special pride in supporting local seniors, veterans and busy families. “Making our customers and employees happy and doing something good within our community for our seniors and veterans has been the most rewarding,” Kay said. “As a veteran and family-owned business, we take great pride in providing a service to those who have served our country and to their families. For our seniors and busy adults, providing them with peace of mind and someone they can trust in their homes is a very big deal to us as a company and as a family. Everyone’s home is their castle, and we always hope TruBlue of Yorktown makes them feel that way.”<h2>The Rewards of Working Together</h2>When asked about the hardest or most surprising part of running a family business, Kay didn’t hesitate: “Probably how easy it has been to work together. Nothing has been hard about it for us personally. Our skill sets matched pretty good.”For Tim and Kay, the past decade has been defined by collaboration, connection and community — and the next one promises more of the same.“Overall, everything we dreamed about running our own business has come true,” Tim said. “This is a great way of life.”

Discover how Tim and Kay Diemont leveraged their personal partnership to create a thriving, lasting legacy in the home maintenance franchise space.

Why This Couple Left Corporate America to Build a Community-Focused TruBlue Business in the Town Where They Raised Their Sons

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Ellianos Coffee Franchise Costs, Fees, Profit and Data for 2025

Franchise Opportunity Deep Dive: A drive-thru specialty coffee franchise focused on speed, quality and Southern hospitality.

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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.

2025’s Top Franchise Legal Players: Joel Buckberg - Baker Donelson

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