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Mainland staff writer <a href="https://www.linkedin.com/in/erica-inman-802331259/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-expressions-explained-mainland-ceo-nick-powills-2726854" target="_blank" rel="nofollow">Erica Inman</a> writes about franchising for Mainland's flagship publication <a href="https://1851franchise.com/">1851 Franchise</a> every day and frequently runs into industry lingo that's unique to the franchising space. In an effort to decode some of those terms, she spoke with 1851 Franchise publisher and CEO of Mainland <a href="https://www.linkedin.com/in/powills?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-expressions-explained-mainland-ceo-nick-powills-2726854" target="_blank" rel="nofollow">Nick Powills</a> with questions about four surprise terms.Inman chose “business in a box,” “the dumb tax," “turnkey model” and “work on the business, not in the business" as four sets of terms that the average person interested in franchising might not know off the top of their head. Powills explained the nature of a “box business” as one of the benefits of buying a franchise that “gives you a head start” but still has challenges that need to be confronted and the “turnkey model” as a similar concept where a business is ready to be started right away, like turning a key in a lock. Powills and Inman discussed the phrase “the dumb tax” as the upside to paying franchising fees to benefit from the mistakes that businesses make before they become franchises. He also demystified ”work on the business, not in the business" as the difference between strategy and growth and day-to-day tasks.Terms like these can be helpful to understand during a journey through the world of franchising, and prospective franchisees can learn more by reading <a href="https://1851franchise.com/">1851 Franchise</a> or visiting <a href="https://www.1851growthclub.com/franchisees/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-expressions-explained-mainland-ceo-nick-powills-2726854" target="_blank" rel="nofollow">1851 Growth Club</a>.<a href="https://youtu.be/DN02dgAewXM?utm_source=1851franchise.com&utm_medium=article&utm_campaign=franchise-expressions-explained-mainland-ceo-nick-powills-2726854" target="_blank" rel="nofollow">Watch the full interview on YouTube</a> or read a transcript below. This transcript has been edited for brevity and clarity.Erica Inman: Hello. Hello. I’m a writer with Mainland, and I’m here with Nick Powills, our CEO and publisher. I’ve been interviewing a lot of franchisees and franchisors, and they often use certain expressions to talk about franchising. I’ve made a list of these expressions and thought I’d quiz you today, Nick, to see if you can explain them.Nick Powills: What if I don’t know the answer?Inman: I believe you’ll be able to figure them out. I have faith in you.Powills: Okay, let’s do it. Otherwise, I can use your help.Inman: Great. So, the first term I hear quite often is “business in a box” or “box business.” What do people mean by that?Powills: “Business in a box” means you’re essentially skipping the line by buying something that’s already been created. If you were to start your own non-franchise business, you’d need to come up with a name, register it, create a logo, design your location, supply materials and fixtures, set up a website, establish social media, and get branded items. The list goes on. The benefit of buying a business in a box is that these elements are already handled. However, there are fees such as the franchise fee and royalties, and sometimes tech or marketing fees. While the business in a box gives you a head start, it doesn’t guarantee success; you still need hustle and grit. It’s more about providing a jumpstart rather than skipping the path to profitability.Inman: Very well explained. You mentioned fees, which brings me to my next expression: "dumb tax." Often people talk about the franchisor paying the dumb tax for you. Can you explain what that means?Powills: I’ve never heard the term “dumb tax” before, but I assume it means that the franchisor has already made the mistakes on your behalf. When you pay the fees, you benefit from the franchisor’s experience and avoid some of those early business mistakes. Is that what you think it means?Inman: Yes, that’s exactly it. I’ve been hearing it more and more and quite like the expression.Powills: I wonder who came up with that. There are other common sayings like “brands don’t sell brands, people do,” “why you, why now?” and “don’t bet on the horse, bet on the jockey.” Maybe I’ll add “dumb tax” to my list as well.Inman: Definitely. It’s a good one. Another expression I come across a lot is “turnkey model” when talking about a franchise. What does that mean?Powills: A “turnkey model” is quite similar to “business in a box.” A true turnkey means you buy something, turn the key, and everything is set up for you. In a brick-and-mortar context, this usually refers to buying someone else’s already developed business. Sometimes, it can also refer to modular units delivered by truck or a franchisor setting up the location for you. Essentially, a turnkey model implies that everything is ready to go when you start. However, in franchising, it means you’re getting a business that’s already built, though it may be somewhere in between a fully developed model and a new setup.Inman: Definitely. Lastly, the phrase “I want to work on the business, not in the business.” What does that mean?Powills: Working “in the business” refers to handling day-to-day tasks, such as taking orders or managing operational details. Working “on the business” means focusing on strategic planning, scaling the business, and improving the company culture. For example, in a McDonald’s, working in the business would be dealing with counter orders, while working on the business would involve thinking about how to grow and improve the business. Initially, franchisees might need to get involved in every aspect to understand how things work, but eventually, focusing on strategic growth and development is crucial for scaling the business.Inman: That’s great advice. Thank you for explaining these expressions. Do you have any final words of wisdom for people approaching franchising for the first time who find the lingo intimidating or are unsure?Powills: Buying a franchise is a significant decision because you’re investing a substantial amount of money into a business with limited control. The benefits include skipping the setup phase and avoiding early mistakes. However, the biggest risk is your mindset. Success and failure depend on your attitude and approach. Remember that a dollar spent in a franchise is effectively worth less due to fees and other expenses. Also, plan for the long term, be prepared for rainy days, and consider how you can scale the business. With this mindset, you’ll be better equipped to build a successful business that can benefit your family and future.Inman: Awesome. Thank you so much for your insights.Powills: Thank you. This was fun! &nbsp;

Franchising Terms Explained: What is "the Dumb Tax?"

1851 Franchise

https://www.youtube.com/embed/DN02dgAewXM

Mainland CEO Nick Powills recently sat down with staff writer Erica Inman to take on four mystery questions about unique franchising terminology.

Franchise Expressions Explained with Mainland CEO Nick Powills: What is "the Dumb Tax?" 

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Scaling the Soon-to-Be Famous: How Layne’s Chicken Fingers Leveraged a Mainland Franchise Assessment to Fuel a 110% Growth Surge

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The chicken wars aren’t slowing down. If anything, the quick-service chicken category feels more crowded than ever, with brands battling for real estate, franchisees and customer loyalty. Some have hit a wall.&nbsp;<a href="https://layneschickenfranchising.com/">Layne’s Chicken Fingers</a> has not.&nbsp;In 2025, the Texas-founded Soon to Be Famous™ concept posted 110% footprint growth, doubling its restaurant count in a single year. For a brand that built its early following in College Station near Texas A&amp;M, the leap to national relevance has been swift — but it wasn’t accidental.Behind the expansion is a coordinated effort between Layne’s leadership and PR firm&nbsp;<a href="https://hellomainland.com/">Mainland</a>. The partnership blended operational discipline with sustained media visibility, giving the&nbsp;<a href="https://1851franchise.com/layneschickenfingers/info">Layne’s</a> brand both the infrastructure and the spotlight needed to grow. With a focus on perfecting chicken fingers, fries and toast, the Layne’s menu is pretty straightforward. But the growth strategy employed was anything but casual.<h2>A Defining Year</h2>By the end of 2025, Layne’s had 40 restaurants open and 10 new franchise owners added to the system. Development momentum continued with a 44-unit agreement and a 15-unit expansion in Wisconsin, pushing the brand toward its ambitiously stated goal of 300 units by 2030.Those numbers quickly began attracting national attention. Layne’s secured the&nbsp;<a href="https://www.restaurantbusinessonline.com/future-50-2025/laynes-chicken-fingers">No. 6 position</a> on the Restaurant Business 2025 Future 50 list and ranked No. 366 on&nbsp;<a href="https://www.entrepreneur.com/franchise500">Entrepreneur’s Franchise 500</a>. Systemwide sales grew as well, climbing 67% to reach an impressive $30 million.For the Layne’s leadership team, the growth traces back to a clear philosophy: delicious food and franchise support above all else. Layne’s COO&nbsp;<a href="https://www.linkedin.com/in/samir-wattar-0a4187a/">Samir Wattar</a> describes the company’s unique approach."Franchisees sign with us for services," he said. "That’s a mind shift because they run restaurants. Part of servicing franchisees is saying no to protect them and protect the brand. We’re building a support organization for a brand that we’re really passionate about."Layne’s treats franchisees as the primary customer. And it’s a mindset that shapes everything from operations to development strategy.<h2>Getting the Word Out Before the Doors Opened</h2>A central piece of Mainland’s approach was securing credible, third-party exposure. Rather than relying solely on traditional advertising, the focus was on great storytelling that would secure earned media in each new market.In Little Rock, Arkansas, Layne’s appeared on KARK-TV (CBS), where Director of Marketing&nbsp;<a href="https://www.linkedin.com/in/ashley-reynolds-957a3151/">Ashley Reynolds</a> introduced local viewers to the&nbsp;<a href="https://www.kark.com/video/game-day-made-easy-with-layne%e2%80%99s-tailgate-packs/11136197/">brand’s tailgate packs</a>. In Oregon, KDRV-TV (ABC) profiled franchisee Dalton Dennis and his efforts to bring&nbsp;<a href="https://1851franchise.com/laynes-chicken-fingers-dalton-dennis-southern-oregon-2730210">Layne’s to Grants Pass</a>. KWTX-TV (CBS) in Waco covered an&nbsp;<a href="https://www.kwtx.com/2025/12/06/restaurant-report-card-waco-central-texas-12525/">upcoming opening in Lampasas</a>.At the national level, outlets such as QSR Magazine, Nation’s Restaurant News and Franchise Times ran deeper features on the brand’s culture and leadership, including coverage of&nbsp;<a href="https://www.linkedin.com/in/cuyler-e-51047a2a/">Cuyler Esposito’s</a> appointment as vice president of culture and operations.&nbsp;For prospective operators, this kind of coverage signals more than enthusiasm for the brand. It signifies organizational maturity.<h2>Turning Attention Into Traffic</h2>The real impact of that media push showed up at store openings.In Virginia, a franchisee reportedly opened without spending on traditional marketing. As a result of Mainland’s marketing efforts,&nbsp;<a href="https://1851franchise.com/layneschickenfingers/laynes-chicken-fingers-franchise-six-figure-opening-2729437#stories">opening day traffic backed up onto the highway</a>. Local news coverage had already introduced the brand to the community and explained what made it different.That kind of momentum carries weight beyond consumer traffic. For potential franchisees, seeing a brand featured in Restaurant Business, or highlighted on local television, reinforces confidence. Visibility suggests stability. Stability supports multi-unit decisions.<h2>More Than a Vendor Relationship</h2>Wattar has worked with Mainland across three different concepts. He describes the relationship as long-term and built on trust rather than transaction."They’ve been there for me through thick and thin," Wattar said. "They’ve been there when things are bad and helped me out of it. And they’ve been there for me when things are good and helped me celebrate. I’ve never had the intention of looking elsewhere. The most important thing is having the relationship with the person you’re dealing with and building that trust."Layne’s sets development targets each year: how many restaurants to open, how many franchisees to bring on. And Mainland has become a significant part of that strategic conversation."I’m not an expert in getting leads or PR. But I know how to sell and I believe in our brand," Wattar said. "I rely on Mainland to come up with the ideas. ‘How am I going to achieve my goal?’"<h2>Scaling With Structure</h2>As Layne’s pushes toward 2026 and beyond, the company views public relations and media exposure as part of the scaffolding that supports growth. National expansion requires more than signed agreements. It requires awareness in markets where the brand name might still be unfamiliar. And Mainland can help.The investment to open a Layne’s Chicken Fingers franchise ranges from $451,500 to $1,050,000. For many operators, that figure represents years of saving, planning and personal commitment. It’s something Layne’s Chicken Fingers not only understands but embraces, supporting franchisees at the local level which helps further scale the brand."To us, it’s a job. To them, it’s a livelihood," Wattar said. "The restaurant business has evolved, but the fundamentals haven’t changed. Service. Transparency. Be open. Franchisees are your bread and butter. They’re making the investment. We have to listen to them.”Layne’s growth story isn’t built solely on a hot category or a trending menu item. It’s built on disciplined operations, selective franchise development and a steady drumbeat of visibility in the markets it enters.For brands hoping to follow a similar path, the lesson is straightforward: growth requires both a strong internal foundation and a clear external voice. When those two move in sync, a regional favorite can begin to look like a national contender. And a&nbsp;<a href="https://hellomainland.com/company/#our-services">Mainland franchise assessment</a> can help deliver strategic growth.Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

The rapidly expanding chicken concept used expert operational insights and earned media placements to secure a landmark 44-unit deal and double its restaurant footprint in a single year.

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

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image of 1851 franchise nick powills coffee and analytics webinar on multi unit conferences 

Franchise Expressions Explained with Mainland CEO Nick Powills: What is "the Dumb Tax?"

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