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Restaurant brands are pivoting to crypto in some surprising ways.

Chipotle's $100,000 Bitcoin Giveaway Points to Crypto Trend in Restaurants

The chicken finger concept is indeed a franchise, but is not currently offering franchise opportunities.

Is Raising Cane's a Franchise?

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The Simple Formula for Success in Any Business

The former automotive engineer has started a new career as one of the newest franchise owners with the in-home senior care brand.

The Great Franchisee: Scott Hill, Right at Home, Grand Blanc, MI

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People will always find value in brands that help them look and feel their best. That’s why the beauty industry makes an attractive investment.

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Saladworks and Dickey’s Barbecue are turning to the retail powerhouse to supercharge their growth. Here’s how.

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Franchise Opportunity Deep Dive: Newk’s Eatery is 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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Big O Tires Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Big O Tires is a full-service auto care franchise offering tires, brake repair, alignments, oil changes and preventive maintenance under a nationally recognized brand.

franchise-deep-dive-big-o-tires-franchise-costs-fees-profit-and-data

<a href="https://www.mellowmushroom.com/franchising/">Mellow Mushroom</a> is continuing its expansion across Kentucky through a new three-unit development agreement with John and Whitney Bowling, who plan to bring additional locations to Lexington, Richmond and eventually London as they build the brand’s regional presence in the state.Known for its imaginative pizzas, hand-tossed stone-baked dough and unique psychedelic atmosphere,&nbsp;<a href="https://1851franchise.com/mellow-mushroom/info">Mellow Mushroom</a> appealed to John and Whitney both as fans of the brand and as operators looking for a business they could grow long term. The couple currently owns and operates Bowling Markets, a group of gas stations in Kentucky, where they have built experience in customer service, team management and day-to-day operations.That experience gave them confidence in the operational side of the business, but the decision to pursue Mellow Mushroom was also personal. John and Whitney saw the three-unit agreement as a way to build something with long-term value for their family.“That’s the main driver behind everything for us — our kids,” John said. “We’re trying to push to give them more opportunities, and hopefully Mellow Mushroom affords us the chance to give them those opportunities.”Whitney said that a long-term mindset was part of the reason the couple pursued multiple units from the start. “We have two kids, so we want more than just one location,” she said. “We don’t want them to have to share a business, instead own and operate independently.”<h2>Targeting Lexington, Richmond and London</h2>The Bowlings are now looking at sites in Lexington, including a possible first restaurant in the Hamburg area near Sir Barton Road. After that, they hope to move into Richmond and eventually work their way toward London, though the final breakdown of the three-unit agreement is still being finalized.“Right now, we’re in talks for Hamburg in Lexington,” John said. “We’re doing a letter of intent in the next few days to a few weeks on a location in Hamburg, right off Sir Barton Road. Hopefully, that will be our first location. After that, we just have to look for property and see where it would be the best fit. Our hope and goal is to go to Richmond next and work our way down toward London later.”The current development timeline calls for Lexington to open toward the end of the year, Richmond around summer 2027 and London sometime in 2028.<h2>Why These Kentucky Markets Stood Out</h2>For John and Whitney, Lexington offers a combination of university traffic, retail activity and existing brand familiarity. Richmond and London also stood out as markets with room for more restaurant options and long-term potential.“Lexington is a popular destination in Kentucky, particularly for shopping” John said. The city is home to the University of Kentucky and known for basketball, as well as Kentucky Derby. Lexington previously had a successful Mellow Mushroom location that served as a favorite among college students and locals alike for well over ten years. The community is looking forward to having it back.”Beyond Lexington, the family’s existing ties to the region and the lack of comparable restaurant options in nearby markets helped make Richmond and London feel like natural next steps.“We have work here and travel for our kids’ sports, so the area is a big part of our life,” John said. “Richmond and London don’t really have much food-wise, but they’ve got the people and the drive. Richmond also has a big university there. I just look at them as great potential markets.”The couple is looking closely at traffic, income levels, surrounding housing and nearby demand drivers as they evaluate potential sites. In Lexington, the possible Hamburg location benefits from nearby retail anchors, university activity and strong visibility.“When looking at potential locations, we consider various key factors including demographics, local economic indicators such as median income, traffic volume, and existing residential and commercial properties in the area," John said. "Notably, our site of interest is situated adjacent to Cabela's and one of the state's largest shopping malls, presenting a potentially prime opportunity."Whitney emphasized that traffic is a top priority in their site selection process. "Our goal is to be where our target audience is at," she said. "We aim to locate where our business can thrive and achieve great success."<h2>Building Around Long-Term Regional Growth</h2>The deal positions Mellow Mushroom for continued momentum in Kentucky, particularly in mid-sized growth markets where established restaurant brands can benefit from strong local demand and limited competition in certain trade areas. John said he sees Kentucky as a market with room for additional restaurant development as more national concepts begin entering the state.“Kentucky is still playing catch-up with the rest of the country,” John said. “CAVA is just recently coming into Kentucky, and I think CAVA is one of the hottest brands in the world right now. We’re just now getting it. I think Kentucky is prime for growth.”For the Bowlings, the next few years are about finding markets where&nbsp;<a href="https://1851franchise.com/mellow-mushroom/craft-culture-and-expansion-inside-mellow-mushrooms-franchise-growth-strategy-with-jamie-cecil-2730376">Mellow Mushroom can grow the right way</a>. They were drawn to the brand’s focus on quality, guest experience and steady development rather than expansion for its own sake.“Mellow isn’t just all about fast growth,” Whitney said.&nbsp; "They Prioritized quality and successful restaurants over rapid expansion. Focusing on great food, rather than opening a large number of locations. This has reflected in their dining experience. This aspect has been why we chose the brand, along with our love for Mellow Mushroom food.”&nbsp;As they look ahead, John and Whitney said the goal is to grow Mellow Mushroom across Kentucky while maintaining the quality and customer experience that made them fans in the first place."We just want to make sure, with our goal to grow even beyond the three development areas, quality and customer service remains top priority," Whitney said.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/mellow-mushroom">https://1851franchise.com/mellow-mushroom</a>.

image of mellow mushroom pizza franchise interior of restaurant 

John and Whitney Bowling are starting their three-unit plan in Lexington, with Richmond and London also in view as they build on years in Kentucky food service.

Mellow Mushroom Franchisees Look Beyond Louisville for Their Kentucky Growth Plans

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1851 Franchise Deep Dive graphic with Sparkle Squad logo

Franchise Opportunity Deep Dive: Sparkle Squad is a tech-forward, founder-led window cleaning franchise revolutionizing a century-old industry.

Sparkle Squad Franchise Costs, Fees, Profit and Data for 2026

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Every franchise system will eventually face the same difficult question: How do I support struggling franchisees before problems spiral into something bigger? Whether the issue is operational, financial or personal, the way a franchisor responds can determine whether an owner recovers or creates larger problems across the system.Franchisees usually don’t fall behind all at once. The warning signs often show up in missed check-ins, slower follow-through or a shift in how openly an owner communicates.&nbsp;<a href="https://www.linkedin.com/in/lauren-grant/">Lauren Grant</a>, senior franchise consultant for&nbsp;<a href="https://franchiseconnectors.com/">Franchise Connectors</a>, said franchisors have a better chance of helping when they notice those changes early and respond with both structure and candor.<h2>Identify Problems Early Before They Become Systemwide Issues</h2>One of the biggest mistakes franchisors make is waiting too long to address warning signs. Grant says struggling franchisees often reveal themselves through subtle changes in communication, consistency and accountability long before the numbers fully collapse.“Some franchisees are going to be strong communicators and raise their hand and say, ‘Hey, I need help.’ Others might avoid it and may not be proactive or communicative about the challenges they’re facing,” Grant said. “My recommendation is having weekly meetings, especially early in the process of starting the business. Those meetings should focus on accountability — both from the franchisor and the franchisee — around what they’re trying to accomplish weekly and monthly.”That structure matters because it gives franchisors visibility into whether owners are actually following through on action steps, meeting benchmarks and staying engaged in the business. It also creates an opportunity to identify whether the issue is operational or something deeper.“The key is identifying whether they’re meeting the benchmarks expected by the franchise system and by themselves,” Grant said. “Sometimes people are actually doing better than they think and are just being hard on themselves. Other times, they’re not taking the necessary action steps or there are other areas where they need additional direction and support.”For franchisors, the first step is usually a regular check-in rhythm. When owners know they will be talking through goals, benchmarks and next steps each week, it becomes easier to catch problems early and harder for missed expectations to go unnoticed.<h2>What Effective Franchisee Support Looks Like in Practice</h2>Once a franchisee begins falling behind, support has to become more practical and targeted, but that does not mean the franchisor steps in to solve the problem for them. Grant recommends starting with the root cause, then connecting franchisees with the right resources, whether that means coaching, peer mentorship or outside expertise.“Support can mean connecting them with other franchisees who have successfully overcome similar challenges,” Grant said. “Shadowing other owners, along with working closely with a coach, can be very effective.”That support also requires franchisors to understand whether the issue is within the owner’s control or whether outside circumstances are affecting performance. “The important thing is really listening to your owners and figuring out where the line falls,” Grant said. “Is the franchisee not doing what they’re supposed to be doing? Is their focus somewhere else because something is going on in their personal life? Or is it something the franchisor can truly help solve?”That distinction can help franchisors avoid one of the hardest traps in franchise support: caring more about the business than the franchisee does.“You can’t care more about their business than they care about their business, and you can’t do it for them,” Grant said. “You can help and support them. You can help them identify the holes and provide tools and resources, but at the end of the day, it’s still their business.”That balance between support and accountability is one of the hardest parts of franchise leadership. Franchisors need to provide guidance without becoming operators of someone else’s location.<h2>When Support Turns Into Restructuring or Exit</h2>Sometimes, even strong support systems are not enough. Franchisees may lose interest, lack the bandwidth to continue or realize the business is no longer the right fit.Grant says avoiding those conversations often creates bigger problems later.“If you keep someone in the system simply because you haven’t had that difficult conversation, it can become a slow death situation,” Grant said. “It’s better to address it earlier, create a strategy and come up with a plan for how to move forward.”In some situations, that may mean restructuring operations, bringing in another owner or facilitating a resale. The important thing is to handle the process honestly and proactively, rather than waiting for the situation to deteriorate further.“You have to have honest, heart-to-heart conversations with them and make sure they have a clear picture of what success would require,” Grant said. “Then ask them directly whether they truly want to get to the other side of the challenge and whether they’re willing to do what it takes to get there.”For franchise systems trying to figure out how to support struggling franchisees, those conversations are uncomfortable but necessary. Ignoring operational or behavioral problems rarely makes them disappear.<h2>Practical Takeaways for Franchisors</h2>If you’re asking, “How do I support struggling franchisees?” these practical steps can help:<ul><li>Establish structured weekly accountability meetings early, especially during the first stages of ownership or periods of operational stress.</li><li>Use peer mentorship and coaching to help franchisees learn from owners who have successfully navigated similar challenges.</li><li>Address warning signs quickly and honestly rather than delaying difficult conversations about performance, restructuring or exit options.</li></ul>For more information on supporting franchisees, check out these related articles on 1851 Franchise:<ul><li><a href="https://1851franchise.com/what-support-must-franchisors-provide-a-guide-for-franchisees-2731172">What Support Must Franchisors Provide? A Guide for Prospective Franchisees</a></li><li><a href="https://1851franchise.com/strategicfranchising/the-role-of-franchisor-support-in-driving-franchisee-success-2730403#stories">The Role of Franchisor Support in Driving Franchisee Success</a></li><li><a href="https://1851franchise.com/chapter-11-training-and-supporting-your-franchisees-2722733">Training and Supporting Your Franchisees</a></li></ul>

How Do I Support Struggling Franchisees? - Question of the Day - 1851 Franchise

Early communication, structured accountability and honest conversations can help franchisors address performance issues before they become larger systemwide problems.

How Do I Support Struggling Franchisees While Driving Accountability?

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A franchise marketing calendar does more than schedule promotions and social posts. It helps franchise systems stay organized, align messaging across locations and give franchisees a roadmap for local execution throughout the year. For franchisors trying to answer the question, “What should I include in a franchise marketing calendar?” the challenge is finding the balance between national consistency and local flexibility.According to&nbsp;<a href="https://www.linkedin.com/in/andrew-titus/">Andrew Titus</a>, president of&nbsp;<a href="https://unitedfranchisegroup.com/">United Franchise Group</a>, the best marketing calendars are built around collaboration, long-term planning and clear communication between the corporate office and franchisees.<h2>A Franchise Marketing Calendar Should Align Every Marketing Channel</h2>Titus said one of the biggest mistakes franchisors make is treating the marketing calendar as a simple list of promotions rather than a systemwide strategy tool.“The marketing calendar needs to align with every aspect of how the company is running and marketing the business,” he said. “Whether it’s PR, promotions, digital initiatives or social media, everything should work together. It can’t just be an email campaign or a few social posts. It needs to be a true multichannel marketing approach.”That means a franchise marketing calendar should outline far more than social media topics. National campaigns, local promotions, PR pushes, seasonal initiatives, digital advertising and budget expectations should all connect back to the same larger strategy.Titus also recommends building themes into the calendar to create consistency throughout the year. “I think it’s good to have a theme to the calendar,” he said. “Maybe each month has a different theme or each quarter has a different theme. Then you can build out the channels and approved budgets you’re going to use to support it.”For franchisors asking, “What should I include in a franchise marketing calendar?” one of the biggest priorities should be clarity. Franchisees need to know what campaigns are mandatory, what can be customized locally and how each initiative fits into the broader brand strategy.<h2>National Campaigns Need Local Flexibility</h2>While national marketing creates baseline visibility for the brand, Titus said local marketing is what makes a franchise feel connected to the community it serves.“We encourage each of our franchisees to upload pictures of their work on their local site to show what they’ve done in that market,” Titus said. “When they’re dealing with a large company, they’re part of a franchise system with 300-plus locations in 11 countries that’s been around for 26 years. But when they’re working with a local business or someone who only wants to do business with someone in their community, they can also market themselves as independently owned and operated and local to that area.”Franchisees have to be able to lean on the brand name without sounding distant from the people they serve. The calendar should give them a national message to work from, along with space for local projects, customer stories and community outreach.As franchise systems grow, that flexibility becomes even more important. Titus said many emerging brands naturally build their early marketing around the region where the first locations opened, but that approach eventually has to evolve.“When franchise systems start, they usually grow around the first location and kind of spiderweb from there,” Titus said. “If you start in Florida, the marketing calendar is naturally going to feel Florida-focused. But as you expand across the country, it has to change.”As brands expand, regional differences become harder to overlook. An October message built around colder weather might work well in Idaho, for example, but feel out of place in Florida.<h2>Franchisee Feedback Should Shape the Calendar</h2>Another major piece of what should be included in a franchise marketing calendar is franchisee input. Titus said corporate teams often overlook how valuable local operator feedback can be.“So many times, people at the corporate office look at themselves as the experts,” Titus said. “And yes, they are very knowledgeable, but the real experts are the people doing it day in and day out in their local markets.”At United Franchise Group, franchisees help guide decisions tied to the advertising fund and collaborate closely with the marketing department. Titus believes that communication helps create stronger campaigns and better systemwide alignment.Planning ahead is equally important. Titus said many franchisors wait too long to finalize the following year’s calendar because they are focused on finishing the current year strong.“If you’re going to do sales in January, February and March, you better be marketing for that in October,” Titus said. That lead time gives franchisees enough time to prepare budgets, build local promotions and execute campaigns effectively instead of scrambling after the year has already started.<h2>Practical Takeaways for Franchisors</h2>If you’re asking, “What should I include in a franchise marketing calendar?” these practical steps can help:<ul><li>Build the calendar around multichannel campaigns instead of isolated promotions or social posts.</li><li>Clearly separate mandatory national initiatives from customizable local marketing opportunities.</li><li>Gather franchisee feedback early and finalize the calendar before the new year begins so operators have time to prepare.</li></ul>For more information on franchise marketing, check out these related articles on 1851 Franchise:<ul><li><a href="https://1851franchise.com/the-secrets-to-franchise-marketing-success-how-top-brands-drive-growth-2729269">The Secrets to Franchise Marketing Success: How Top Brands Drive Growth</a></li><li><a href="https://1851franchise.com/how-do-franchise-marketing-funds-work-a-guide-2731131">How Do Franchise Marketing Funds Work? A Guide For Prospective Franchisees</a></li><li><a href="https://1851franchise.com/franchise-marketing-leaders-2025-2729422">Top 25 Franchise Marketing Leaders of 2025: Driving Growth, Innovation and Local Success</a></li></ul>

What Should I Include in a Franchise Marketing Calendar? - Question of the Day - 1851 Franchise

A strong franchise marketing calendar aligns national campaigns, local promotions and multichannel strategy while giving franchisees flexibility to connect with their communities.

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March 2021