1851

When&nbsp;<a href="https://www.linkedin.com/in/mirko-marrone-b5b7736/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mirko-marrone-sola-salons-13th-location-los-angeles-2729561" target="_blank" rel="nofollow">Mirko Marrone</a> moved from Italy to San Diego at the age of 20, he didn’t speak a word of English and never imagined owning a franchise. But through hard work, a strong partnership with&nbsp;<a href="https://www.linkedin.com/in/ken-hwang-56123a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mirko-marrone-sola-salons-13th-location-los-angeles-2729561" target="_blank" rel="nofollow">Ken Hwang</a> and the power of the&nbsp;<a href="https://www.solafranchising.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mirko-marrone-sola-salons-13th-location-los-angeles-2729561" target="_blank" rel="nofollow">Sola Salons</a> model, he’s built a thriving business that just keeps growing.This August, Marrone and Hwang will open their 13th&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> location in Los Angeles. The milestone reflects more than just expansion — it shows how a clear vision and strong partnership can fuel long-term success in franchising. Marrone’s story stands out not only because of his growth, but because of how deeply he believes in what Sola offers beauty professionals: freedom, flexibility and a better future.From a background in real estate to a hands-on role in a Sola franchise group, Marrone learned the ins and outs of the business before taking the leap as an owner. Now, with 12 studios already open and a growing presence in the LA market, he continues to support beauty professionals who are ready to take control of their careers — just as he did years ago.1851 Franchise spoke with Marrone about his franchising journey with Sola Salons. Here’s what he had to say.1851 Franchise: Frame your personal story for us. What did you do before franchising, and how did you decide franchising made sense for you?Mirko Marrone:&nbsp;I came from Italy in 2000. I moved from Italy to San Diego when I was 20 years old and didn’t really know any English. I went to school here in America, then worked for a real estate company for about 15 years. I started a family during that time.When I left that company, I went to work for a different employer in a Sola Salon franchise group in Orange County, Southern California. I did that for about three years. It gave me a front-row seat to the business model and to business ownership. That franchise group gave me a lot of flexibility and responsibility. Looking back, it was a great learning experience and prepared me to become a franchisee myself.In 2017, my wife and I decided to move from San Diego to Bakersfield and become Sola Salon franchisees. We opened three locations here and really liked the business model. We see Sola as a bridge between real estate and ownership. It still requires a lot of attention, but we liked it and wanted to grow. Sola requires significant capital to invest.Through Sola conferences and connecting with other franchisees, I met another Sola franchisee based in Los Angeles — his name is Ken [Hwang]. Back in 2019, we started talking about the idea of merging and partnering. I had three locations, he had three, and we both wanted to grow. We realized we’d rather grow together than alone. We formalized the partnership in 2018–19 and continued opening new Sola locations.Now we have 12, with a 13th under construction. It hasn’t always been smooth — COVID was rough, especially in California — but we made it through, and we hope to keep growing in the next three to five years.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Marrone:&nbsp;I thought franchising was only about fast food. When you think about franchising, you think McDonald’s or Subway, and that was my perception. I was intrigued by business ownership, but I didn’t realize how many different opportunities franchising offered.Interestingly, about two years ago I became a franchise consultant because I truly enjoy franchising. When I talk to people, it feels like I’m reliving my original perception. Most people think the same — it’s all fast food. So maybe I wasn’t wrong back then. It seems like a common misconception.1851:&nbsp;What made you pick this brand? What excites you most about this company?Marrone:&nbsp;Sola is a unique business model because you can see the results firsthand from the beauty professionals who come to Sola. Back in 2018–20, many beauty professionals didn’t have options beyond conventional hair salons, which often limit their growth.It’s rewarding to see professionals come to Sola and, two months later, tell us, “This was the best decision ever. I wish I’d done it sooner.” That side of the business is really rewarding. It’s also simple to operate with fewer moving parts and not many full-time employees. The drawback is the need for significant capital, but once it’s up and running, it offers many advantages over other businesses.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Marrone:&nbsp;My business partner and I are considering growth through acquisition. Construction costs are high, and starting a business comes with risk. Now that we have a strong operational team and know the business well, we’re exploring the idea of acquiring existing franchisees who might want to move on.The brand is 14 years old, and for some franchisees, it might be time to step away. We’re looking at acquisition as a major growth opportunity in the next three to five years. We’re also open to developing new sites, especially in the Los Angeles market, but it feels like acquisition will allow us to grow faster.1851:&nbsp;Is there anything else about your story you want us to know?Marrone:&nbsp;On a personal note, my wife and I have five kids, so we’re always busy. Looking back, I’m happy with the decisions I’ve made. The biggest takeaway is that having a business partner — like in life — makes a huge difference.Joining forces with Ken made both of us stronger and better. We grew faster because of that partnership. So my advice is, it’s okay to start solo, but having a long-term plan to partner with someone can be a smart strategy as a business owner.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Marrone:&nbsp;Do all the research you possibly can. I’ve invested in brands that didn’t work out as well as Sola, so I’ve made my share of mistakes. As a consultant, I see new brands every day.Don’t fall in love with the product or service. Really peel back the layers. Look at the management team, how many units are actually open and operating, and talk to as many franchisees as possible. That’s the best investment of your time.There’s a misconception that you can spend just a couple of hours a week and the business will run itself. That’s usually not the case. Be ready to put in the time, effort and capital. Often, people fail because they underestimate the time commitment. It’s not that the business is bad — it just needs more than what they’re able to give. So do your research and make sure you have all the resources — time and capital — to make it work.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with more than 735 locations open in the U.S. and Canada, Sola is proud to offer 20,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=mirko-marrone-sola-salons-13th-location-los-angeles-2729561" target="_blank" rel="nofollow">https://www.solasalonstudios.com/.</a>&nbsp;

Franchisee spotlight graphic with photo of Mirko Marrone & Sola Salons logo

Mirko Marrone Opens 13th Sola Salons Location in Los Angeles

1851 Franchise

With a passion for helping beauty professionals thrive, Marrone and his business partner continue to grow the Sola Salons footprint across Southern California.

From Italy to LA: Mirko Marrone To Open His 13th Sola Salons Location This August

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Melting Pot

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Melting Pot’s Technology Combines a Modern Edge With a Hospitality Spirit

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Biscuit Belly Franchising

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Entrepreneur: They Said No to 24/7 Restaurants —Then Found Their Dream Franchise

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Caring Transitions

Is Now the Best Time to Invest in a Senior-Focused Franchise?

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Children's Lighthouse

An Inside Look at Children’s Lighthouse Franchise Conference Recap and Award Winners

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What the First 90 Days Look Like as a New Caring Transitions Franchise Owner

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Prince St. Pizza Partners With Dave’s Hot Chicken Franchisee for National Growth

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FTC Settlement Puts New Focus on Franchise Disclosure Standards - 1851 Franchise

FTC Settlement Puts New Focus on Franchise Disclosure Standards

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Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units - 1851 Franchise

Applebee’s Franchisee Files for Bankruptcy as Dine Brands Moves to Acquire 53 Units

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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The Penny Shortage Is Creating a New Risk for QSR Franchise Systems - 1851 Franchise

The Penny Shortage Is Creating a New Risk for QSR Franchise Systems

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image of sweta goyal, puneet mittal, mamta singhal, rajneesh signhal from paris baguette from texas

With five signed locations and their first set to open in January, two entrepreneurial families are turning their love for Paris Baguette into a community-driven business.

How Two Dallas Couples Turned Coffee Runs Into a Five-Store Paris Baguette Deal

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At just 24 years old,&nbsp;<a href="https://www.linkedin.com/in/pratham-patel/">Pratham Patel</a> is already leaving behind the corporate world to pursue business ownership. After graduating from Georgia Tech with a computer science degree in 2023, Patel worked in data analytics for Boeing until a layoff spurred him to return to his roots in Warner Robins. Inspired by his family’s background in retail entrepreneurship, he realized he wanted to build a legacy rather than just find another desk job.&nbsp;Patel chose to franchise with&nbsp;<a href="https://thebrasstapfranchise.com/">The Brass Tap</a> to give back to the town where he grew up. Rather than opening a typical neighborhood pub, he is using his technical background to revolutionize the local bar scene, equipping the location with a high-tech audiovisual system and a modern lighting package. Patel is dedicated to making&nbsp;<a href="https://1851franchise.com/brasstap">The Brass Tap</a> the elite destination for sports and entertainment in the 478 area code.Patel took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Pratham Patel:&nbsp;I’m 24 years old and graduated from Georgia Tech in May 2023 with a degree in computer science. Georgia Tech’s CS program is consistently ranked among the best in the country, and it really shaped the way I think — analytically, strategically, and with a long-term mindset. After graduation, I worked a couple of corporate roles in Atlanta before ultimately moving back home to Warner Robins.I come from a very business-oriented family background, primarily in retail — liquor stores, gas stations, and similar ventures — so entrepreneurship has always been around me. This is my first time stepping into the food and beverage industry on my own, and it’s a new challenge I’m excited to take on. Having lived here my entire life, I know the community and the market inside and out, which gives me a strong foundation as I build something here.1851: What did you do before franchising, and how did you decide franchising made sense for you?Patel:&nbsp;In my first role, I worked on implementing advanced business analytics strategies for a mobile ordering platform widely used in the hospitality industry. After that, I joined Boeing as a systems data analyst supporting the C-17 program here in my hometown. When I experienced a layoff at Boeing, it forced me to take a step back and really think about what I wanted long term. That’s when I realized I’d always wanted to build something of my own — just like my parents did.I knew stepping into business ownership wouldn’t be easy, especially as a first-time operator. Building a concept entirely from scratch is challenging and requires constant innovation. What attracted me to the franchise model was the structure — the framework is already proven, and the concept has been tested. My job is to execute it at a high level. I bring youthful energy and creative thinking to the table, but having that established foundation gave me the confidence to take the leap.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Patel:&nbsp;Before going through this process, I didn’t really understand what franchising actually provides. I had a pretty negative perception — I assumed it was mostly about high royalty fees with limited support in return. But once I started working with The Brass Tap, I quickly realized they approach it as a true partnership. They see it as an investment in you as an operator, not just a transaction.When I began this journey, I had no experience negotiating leases, navigating tenant improvement allowances, or running food and hospitality operations. The support I’ve received from my franchisor has been instrumental. He’s been more than a representative — he’s been like a business coach. He helped prepare me for every stage of the process, and because of that guidance, I now feel extremely confident handling complex lease negotiations and development decisions. It’s been a transformative experience for me.1851:&nbsp;What made you pick this brand? What excites you most about this company?Patel:&nbsp;I actually discovered the brand for the first time on Instagram through the Explore page. What stood out to me about The Brass Tap is that it’s not limited to craft beer — it’s a full-service bar with a premium liquor selection and a full-service kitchen. That versatility really appealed to me.I also recognized that the craft beer industry has faced shifts in recent years, with more people becoming health-conscious and drinking less overall. What impressed me is that The Brass Tap understands those trends and adapts. From “Dry January” menus to creative mocktail options, they’re constantly innovating to meet changing consumer preferences. The business remains strong because it evolves with the seasons and introduces fresh ideas that bring people in. At its core, the goal isn’t just to serve drinks — it’s to create an elevated hospitality experience that everyone can enjoy and feel a part of.I am excited to bring the community together with weekly trivia, karaoke, watch parties, and more — but the real energy kicks in on the weekends.The Brass Tap is launching a new era of nightlife in Middle Georgia, featuring renowned DJs, Bollywood nights, Latin vibes, hip-hop takeovers and unforgettable themed events.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Patel:&nbsp;I want this to be&nbsp;the spot in the 478 area code where everyone can just come together and have a good time. For my location in Warner Robins, I’m investing in a high-tech AV system and a modern lighting package, which no other location has ever done before. I also looked at one of their best-performing locations in California and saw how they utilized their patio and interior design. I’m taking elements from that success to build something new here.&nbsp;Long term, I’m focused on growth. Once we’re fully operational and have achieved great success, I plan to explore opening additional locations across the Southeast, with markets like Charlotte and Miami already on my radar. My goal is to position The Brass Tap as a leading name in the bar and nightlife scene, on par with the biggest players in the region.Looking ahead, I also have a vision of developing rooftop concepts and creating locations connected to sports-driven facilities, including pickleball, to bring together nightlife, community, and active lifestyle experiences under one brand.1851:&nbsp;Is there anything else about your story you want us to know?Patel:&nbsp;I don’t view this as just a business investment — I see it as an investment in the community that raised me. Giving back to this city is deeply important to me, and community involvement is a core part of my vision for The Brass Tap. My goal isn’t just to open a successful bar, but to build something that truly contributes — whether that’s partnering with local charities, hosting fundraisers, supporting small businesses, or backing community initiatives across Middle Georgia.I want The Brass Tap to be more than a place for great drinks and nightlife — I want it to be a place that brings people together and strengthens the community we all share. This is where I plan to raise my family and build my life, so it’s important to me that I give back in meaningful ways. I’m also a big pickleball enthusiast and have already had the opportunity to sponsor our local league. It’s a great way to connect with people and build excitement around what we’re creating. Ultimately, I want people to say, “The Brass Tap — that’s where it’s at.”1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Patel:&nbsp;This has been a true journey — and it’s not easy. It changes your entire life. It changes the way you think, how you communicate, and how you carry yourself every single day. The biggest advice I can give is that this is not a passive investment opportunity. Even though I don’t come from a restaurant background, I plan to be there every single day. If you’re going to do this, you have to be fully present and committed to your location, no matter what.ABOUT THE BRASS TAP:The Brass Tap is a Tampa-based craft beer bar and entertainment venue known for its extensive localized brewery offerings, specialty cocktails and premium wines paired perfectly with a select menu of upscale shareables. Every location provides a unique space for social gatherings and entertainment, with an unparalleled atmosphere created through live music, trivia, sports, exclusive beer tastings and tap takeovers. For more than 10 years, The Brass Tap has offered franchise opportunities to qualified operators, continuing to grow its family of 50+ bars in 16 states. For more information, visit&nbsp;<a href="http://thebrasstapfranchise.com/">http://thebrasstapfranchise.com/</a>.

The Brass Tap Franchise - Pratham Patel - Warner Robins - 1851 Franchise

Fresh off a corporate layoff, the Georgia Tech graduate is returning to Warner Robins to build a tech-forward sports-bar destination rooted in local partnerships and community connection.

24-Year-Old Computer Science Grad Pratham Patel Swaps Tech for Craft Beer With The Brass Tap 

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<a href="https://www.linkedin.com/in/robert-campbell-0006ab45">Robert Campbell</a> has spent his life in service. After growing up in poverty and serving more than two decades in the Marine Corps, Campbell went on to lead a growing church and develop affordable housing for seniors and veterans. When he began searching for a business that could support his long-term vision for workforce development and community impact, he wasn’t looking for just another company. He was looking for purpose.That search led him to&nbsp;<a href="https://www.trubluefranchise.com/">TruBlue Home Service Ally</a>, a premium handyman franchise focused on helping seniors and busy adults stay safe, comfortable and confident in their homes. For Campbell,&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">TruBlue</a> is an extension of who he is, how he serves and the five-star standard he believes people deserve.1851 spoke with Campbell to learn more about his inspiring story, what drew him to TruBlue and his plans for the future. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Robert Campbell:&nbsp;I have always wanted to give back. I grew up in Missouri in poverty. I joined the Marine Corps and served in two wars. I spent over 20 years and retired as a major with a master’s degree. It wasn’t easy.After that, I came down to Wilmington, North Carolina, and became a pastor at a small church. We grew that church and built a multi-million-dollar complex. Since I got here, I’ve always been trying to help people.I had a vision for building affordable housing. We built affordable housing for senior citizens using low-income tax credits. We went on to buy and build a couple of multifamily homes and lowered the rent. In trying to buy housing and build affordable housing, I was also looking to start workforce development. I thought I would train people to fix houses and give them jobs.1851: What did you do before franchising, and how did you decide franchising made sense for you?Campbell:&nbsp;As I started writing up that workforce development program, it was really hard. But one day I saw TruBlue, and I thought, “Wow — this is a business with a purpose.” You can merge service and community, and that’s my sweet spot. I decided to look into TruBlue, and I really liked the ethos, the integrity — all of those things. We decided to go ahead and invest in the franchise.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Campbell:&nbsp;What I’ve learned is that franchising gives you structure. TruBlue gave us everything — the way it’s structured, the onboarding, and the understanding that we are a premium handyman service. That matters.1851: What made you pick this brand? What excites you most about this company?Campbell:&nbsp;When I was starting our church, we were in the inner city. We had bars on the windows, and people were afraid to come there at night. But I shared with our people that we were going to build a five-star church.And TruBlue is a five-star premium service. We go a step above. We sweat the details. We come into people’s homes, and we respect it. It’s not finished until we do our five-star walkaround.In the last 21 years, I’ve been involved in several things, but TruBlue gives me the opportunity to not only help our premium customers, but also to help the marginalized. I know how to write grants. I know how to serve people. The name of my non-profit is New Hope CDC. I want to help ordinary people excel.I thought I would buy this business for myself and use it for hope.1851: What do you hope to achieve with your business? What are your plans for growth?Campbell:&nbsp;TruBlue did a great job of helping us understand that a Silver Tsunami is coming. I’m a Baby Boomer myself, and I know that 65 is just getting in the game nowadays.I’ve ensured that our team learns about senior citizens. As a senior, we sometimes forget that we’re not 21 anymore. People know about the risk of falling, but they still get on ladders.I went to change a light bulb the other day on a step ladder, and when I was coming down, I almost broke my neck. I can afford to have somebody come over and do the maintenance plan. They can come by every quarter. That fall was fitting — I’d never had that happen before.We don’t age in our minds as much as we age in our bodies. It’s just not worth it. Sometimes you can have a fall and get injuries that you never recover from.1851: What does your background bring to the TruBlue model?Campbell:&nbsp;I’m a senior. I’m in real estate. I own personal real estate in five states. I understand the entrepreneur who has to get his house ready for a flip, and I understand providers. We provide a premium service. What’s going to determine how the client feels about the job is how they feel about you. That’s why I teach five-star service. It’s about relationships. If we make good relationships, we can bring in repeat customers.1851: What are your long-term goals with TruBlue?Campbell:&nbsp;I’m writing grants to build houses and getting ready to build 34 units for veterans — permanent housing for chronically homeless veterans. It’s a $10 million project. We’re also starting a all boys school, HOPE Technology Preparatory Academy, a high school for boys 9-14th years. What’s different about this school is it’s culture over curriculum and giving them the chance to belong to a brotherhood. If we don’t give them a place to belong in the school, they will find a place to belong in a gang. With TruBlue, I can have them working for us being exposed to different skills, environments, people, doing work and awakening their perspective to so much more. These young men won’t be in a traditional school with a workforce program; the school is the workforce program and a stabilizing institution in the community as it will host a head start program, daycare center, and learning labs for adults and to get their GED, high school diploma and learn new trades and skills.My goal is to expand with TruBlue into other states. I believe that when I talk to them this time next year, we’re going to outperform most franchisees. I’m an overachiever, that’s what I do. We’re starting out slow but we will excel to lead, it’s just a matter of time.1851: Is there anything else about your story you want us to know?Campbell:&nbsp;We are a home service ally for people. One call does it all. Our school is creating young men of character, education and leadership for life, and the good part about it is we can employ these young men and help them reach their dreams. This is part of my life’s work, it’s who I am — and I’m loving it!To learn more about franchising with TruBlue, visit:&nbsp;<a href="https://1851franchise.com/trubluehomeserviceally/info">https://1851franchise.com/trubluehomeserviceally/info</a>.About TruBlue Home Service Ally:TruBlue Home Service Ally® provides a unique and affordable approach to helping busy adults and seniors live a worry-free life by offering trustworthy handyman, home maintenance and senior modification services. Helping you maintain your home both inside and out, TruBlue’s services include handyman projects and to-do list chores, preventative home maintenance programs, kitchen and bath remodels, seasonal work and senior modification services, all handled by professional, bonded and insured Tru-Pro® Technicians. TruBlue franchise owners are required to complete senior home safety certification programs through the NAHB and Age Safe America. As certified specialists, TruBlue franchisees are able to perform aging in place home safety assessments and can make recommended safety modifications as needed.All locations are independently owned and operated. Service offerings, certifications and licenses vary by location.

1851 Franchisee Spotlight graphic with photo of Robert Campbell, TruBlue Home Service Ally

A retired Marine Corps major and community builder, Robert Campbell found a business in TruBlue that allows him to merge premium service, integrity and community impact.

Why This Philanthropist and Pastor Is Starting a TruBlue Franchise in Wilmington, North Carolina

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<a href="https://www.linkedin.com/in/nancy-williams-b942874/">Nancy</a> and&nbsp;<a href="https://www.linkedin.com/in/mike-williams-83bba2396">Mike Williams</a> loved visiting&nbsp;<a href="http://meltingpotfranchise.com">Melting Pot</a>, the national fondue franchise, with their kids. During one particular visit, Nancy casually asked, “Wouldn’t it be great to own one of these?” Mike didn’t hesitate to inquire, and he had a response from the franchise development team before they even left the restaurant that night.Now, the pair is beginning development for their new restaurant in Memphis, Tennessee, with hopes to build a family business and legacy with the brand. With plans to launch in early 2027, the Williamses are combining their interest in the hospitality industry with a desire to build a family asset while bringing a beloved fondue experience to the community.The Williamses sat down with 1851 Franchise to talk about their family franchising venture with&nbsp;<a href="https://1851franchise.com/meltingpot/info">Melting Pot</a>. Here’s what they had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Mike Williams:&nbsp;I have had a very varied career. I was a member of the Tennessee General Assembly, a government relations executive and a whiskey maker. I’ve always been fascinated by and loved the hospitality industry. When Nancy and the kids expressed interest in doing this, I was all on board. We see this as a way to set up something for our family to carry on — something they can always count on.Nancy Williams:&nbsp;We are lifelong residents of the Southeast and have spent our lives in Middle Tennessee. My professional background is in economic development and downtown revitalization. I served as the director of the Tennessee Main Street Program and the executive director of Downtown Franklin. Even though I’ve retired from the directorship, I still consult and have worked all over Tennessee helping communities thrive.1851: What was your perception of franchising prior to becoming a franchisee, and what do you want people to know about franchising now that you are in it?Nancy:&nbsp;I knew that we didn’t know enough about restaurants to create one on our own. If I had been in the restaurant business all my life, I might feel differently, but the franchise experience is very comforting.Mike:&nbsp;This team obviously knows what they’re doing, and it means we don't have to reinvent the wheel each time.&nbsp;I think people should know that franchising allows you to focus on the execution and the customer experience rather than worrying about the structural components of the business model.1851:&nbsp;What made you pick this brand? What excites you most about this company?Mike:&nbsp;The story actually starts in Orlando. We were sitting in a Melting Pot having dinner, and Nancy said, "Wouldn't it be great to own one of these?" I pulled out my phone, Googled “Melting Pot,” and found a contact email. I emailed them right there from the table. Before we even got up to leave, we had a response!The greatest thing about Melting Pot is that it's not just going to dinner. It’s an experience — something you can enjoy with friends. It changes what would be another chicken-fried steak into an experience and an event with your loved ones.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Nancy:&nbsp;We’re currently looking at locations in Memphis. We’re excited about the St. Jude connection, and our son, Keel, who graduated from the University of Memphis, will be living there to help manage the business alongside a general manager.Mike:&nbsp;We are looking at a first-quarter 2027 opening. We would love to get it open for the holidays in 2026, but realistic timelines point to early 2027. In the future, we would love to have a couple more. We just really love the concept.1851:&nbsp;Is there anything else about your story you want us to know?Nancy:&nbsp;This is truly a family venture. Our kids, Keel and Emma, really wanted to do this. We are doing this to build a future for them.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Nancy:&nbsp;Assess your own skill sets honestly. If you don't have the background in a specific industry, lean on the expertise of a franchisor who does. Visiting their corporate headquarters and working with them for several months, we’ve been really impressed with their history, the data they provide and the attention to detail. All of that is very comforting when you're investing.About Melting PotFounded in 1975, Melting Pot has offered a unique fondue dining experience for more than 50 years. As the premier fondue restaurant franchise, Melting Pot has 93 restaurants in 31 U.S. states and Canada. Known for offering a variety of fondue cooking styles and unique entrées, Melting Pot’s menu also features cheese fondues, salads, fine wines, spirits and chocolate fondue desserts. Fondue fans can join Melting Pot’s Club Fondue for exclusive promotions, special events and advance holiday reservation privileges. The Melting Pot Restaurants, Inc. (TMPRI), headquartered in Tampa, Florida, is the franchisor of Melting Pot. For more information, visit www.meltingpot.com. To learn more about franchise opportunities with Melting Pot, please visit&nbsp;<a href="http://www.meltingpotfranchise.com">www.meltingpotfranchise.com</a>.

1851 Franchisee Spotlight with photo of Nancy Williams and Melting Pot logo

After sending a franchise inquiry from their Melting Pot table while on vacation in Orlando, Mike and Nancy Williams decided to partner with their children to open a location in Memphis.

Longtime Melting Pot Fans Sign To Bring Fondue Franchise to Memphis

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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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Amada Senior Care Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

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

Visiting Angels Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Visiting Angels is a senior home care franchise focused on in-home support for seniors and individuals with disabilities.

visiting-angels-franchise-costs-fees-profit

Franchise Opportunity Deep Dive: A fast-casual restaurant brand serving made-from-scratch sandwiches, salads, soups and pizzas rooted in Southern hospitality.


Newk’s Eatery Franchise Costs, Fees, Profit and Data for 2026

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Is franchising better than starting a business from scratch? For many&nbsp;<a href="https://1851franchise.com/a-beginners-guide-to-franchising-how-the-model-works-2724686">prospective entrepreneurs</a> weighing the idea of ownership, the answer to that question can be both yes and no. Franchising offers a proven system and built-in support. Starting from scratch allows greater flexibility and control. And a proper understanding of the trade-offs can help potential owners decide which path is most aligned with their business goals.According to&nbsp;<a href="https://drymedicfranchise.com/">DRYmedic Restoration</a> franchisee&nbsp;<a href="https://www.linkedin.com/in/keith-carlson-29b0a930/">Keith Carlson</a>, the appeal of franchising often starts with structure. “The yes is that you have an automatic blueprint,” he said. “You’re in. You don’t have to think of everything. You don’t have to come up with your business plan or your marketing plan.”As Carloson noted, franchisors generally provide detailed guidance on everything from licensing and certifications to business structure. “All of those things are done. Or they’re in a list or part of a large checklist,” he said. “From that perspective, it’s simpler on the back end.”<h2>Franchising Vs. Starting From Scratch: Key Considerations</h2>So,&nbsp;<a href="https://1851franchise.com/buying-a-franchise-vs-starting-from-scratch-2725815">is franchising better than starting a business from scratch</a>? Here are five areas to consider:1. Built-In Systems Vs. Total Control Franchising provides a tested playbook. But it comes with rules. “If you’re in a franchise, every time you want to do something that’s outside their playbook, you have to ask permission,” Carlson reminds. Independent owners, on the other hand, can pivot freely but must build systems from the ground up (which takes time and resources).2. Fees and Royalties Franchise fees and royalties are part of the deal. It’s important to both understand and plan for them accordingly.3. Experience and Support One of franchising’s biggest advantages is access to experienced operators. Carlson recalled his first job after signing his initial work order: “I was nervous. But I had somebody on the phone within 10 minutes saying, ‘You’ve got to do this, this and that,’” he said. “It was so easy to get through that first job because there was no guesswork.”4. Following The System (With Local Flexibility) While local nuances aren’t always captured in a national system, the strength of a proven system remains a franchising hallmark.5. Long-Term Upside Starting a business from scratch can be more lucrative. “But it depends on the level of effort you want to put in,” Carlson reminds potential zees.<h2>The Bottom Line</h2>So, is franchising better than starting a business from scratch?&nbsp;<a href="https://1851franchise.com/franchising-and-the-american-dream-2730380">Franchising</a> can reduce risk, shorten the learning curve and provide critical support (especially early). Independent startups can offer more autonomy and, potentially, greater long-term rewards. Therefore, an honest assessment of tolerance for structure, fees and self-direction can help those considering entrepreneurship to properly assess the ownership situation best aligned with one’s goals for success in the business opportunity.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.

Is franchising better than starting a business from scratch?

Is franchising better than starting a business from scratch? Franchising offers a proven system and support. Starting from scratch provides flexibility and control. Here’s how to assess the tradeoffs.

Is Franchising Better than Starting a Business from Scratch? A Guide

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When evaluating a franchise opportunity, there’s an important early step: how do I research franchise complaints? Understanding the issues both current and former franchise owners have experienced can help prospective franchisees make better-informed decisions that increase the likelihood of selecting a brand aligned with their business goals.Franchise consultant&nbsp;<a href="https://www.linkedin.com/in/franchise-guru/">Lisa Welko</a> of&nbsp;<a href="https://integrityfranchisegroup.com/">Integrity Franchise Group</a> emphasizes the importance of validating information through direct research. “The most important thing about researching any franchise is the opportunity to validate with franchise owners personally,” Welko said. “Use the reviews to formulate your questions and opinions. And then validate those findings with actual owners in the system.”<h2>Start With The Basics: Public Records And Online Tools</h2>How do I research franchise complaints?&nbsp;It starts with sources that are accessible and objective.<ul><li>Franchise Disclosure Document (FDD):&nbsp;<a href="https://1851franchise.com/understanding-item-3-of-the-franchise-disclosure-document-litigation-history-2703061">FDD Item 3</a>, litigation history, lists pending litigation or past legal issues involving franchisees that can be potential&nbsp;<a href="https://1851franchise.com/red-flags-to-look-out-for-when-doing-franchise-research-2723769#stories">red flags</a>. &nbsp;</li><li>State Regulatory Agencies: Many states publish franchise or business complaints (including the Attorney General’s office). &nbsp;</li><li>Online Reviews and Forums: While helpful for providing additional context, they should not be used as the only source of research. “Just like anything on the internet, we need to remember ‘Buyer Beware,’” said Welko. “Online reviews can be a helpful tool. But we need to remember that it’s one tool in the arsenal. So, don’t let one bad review torpedo your research.”</li></ul><h2>Speak Directly With Franchise Owners</h2>Nothing replaces firsthand insights. Contacting current – and former – franchise owners to ask about their experience with franchisor support, operations and growth potential is a critical part of the validation process. It’s essential to pay attention to recurring themes in their feedback, both positive and negative, to identify potential risks (or opportunities) correctly.&nbsp;<h2>Practical Takeaways For Evaluating Franchise Complaints</h2><ol><li>Verify Patterns, Not One-Offs – A single complaint may be an isolated incident. Look for repeated issues that may indicate systemic challenges. &nbsp;</li><li>Check The Age Of Complaints – Older complaints may reflect resolved issues or changes in leadership (while recent complaints can indicate ongoing issues). &nbsp;</li><li>Ask Specific Questions – When speaking with franchisees, ask about areas like training, corporate support and general operational challenges. &nbsp;</li><li>Evaluate The Brand’s Response – How a franchisor addresses complaints can reveal the level of transparency, responsiveness and commitment provided to franchise owners. &nbsp;</li><li>Integrate Findings Within Decision-Making – Use complaint research as part of a larger due diligence process (along with financials, market analysis and personal goals).</li></ol><h2>The Takeaway</h2>So, how do I research franchise complaints?&nbsp;Doing so is essential. Utilizing a combination of public records, online insights and&nbsp;<a href="https://1851franchise.com/what-is-the-value-of-franchisee-validation-in-the-franchise-sales-process-2703208">direct validation with franchisees</a> (past and present), potential franchise owners can better evaluate both risk and opportunity. By following a structured approach, actionable insights that build confidence in the franchise decision-making process can be identified.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 do I research franchise complaints? In this guide with expert tips, learn how to uncover patterns, validate insights with franchisees and make informed franchise investment decisions.

From Italy to LA: Mirko Marrone To Open His 13th Sola Salons Location This August

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