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For anyone who's ever dreamed of building a business that makes people — and their pets — genuinely happy,&nbsp;<a href="https://www.petbarinc.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">petbar</a> hits a sweet spot.&nbsp;<a href="https://www.linkedin.com/in/dan-o-loughlin-b6a6b911a/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">Dan</a> and&nbsp;<a href="https://www.linkedin.com/in/ashley-wible-o-loughlin-b889831b/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">Ashley O’Loughlin</a> didn’t set out to create just another grooming concept. They built a brand that feels like a destination, a place where dogs run through the doors excited to see their friends and franchisees run their businesses with the full support of a family-first system. It’s not just about baths and blowouts — it’s about culture, consistency and creating something franchisees can be proud to scale.“Think of our locations as ‘Disney World for dogs,’” Dan said. “That’s what we really want to be. That’s what excites us, and that’s what we try to emulate.”As the brand expands, the O’Loughlins aren’t interested in signing anyone who just wants to play business owner — they’re looking for partners who understand the long-term commitment. That’s why getting to know each candidate is so important. “We’ve learned over the years what we’re looking for,” Ashley said. “It’s like a marriage — you really have to know what you’re getting into and take time to get to know people.”The O’Loughlins recently joined 1851 Franchise Publisher Nick Powills for an&nbsp;<a href="https://www.youtube.com/watch?v=s4MwIYJluyA&utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">episode of “The Franchisor Hot Seat.”</a> A transcript of their interview has been provided below. It has been edited for brevity, clarity and style.Nick Powills: All right, Dan and Ashley, I'm very excited for our conversation today. I'm staying on brand — we're focused. So, the first question is the only one I script, then we’ll go off script. How did you guys accidentally fall into franchising? What's your franchise backstory?Dan O'Loughlin: Well, it basically came out of business. We were in the gym and tanning business. We got out of that, and were looking for our next thing — was it going to be fast food or something like that?We kind of stumbled in. We were looking for a groomer for our dog, Bella — she's passed since — but we found a self-wash facility here in Dallas. I felt the energy I really loved, kind of like boutique fitness or that Starbucks coffee shop vibe. At that point, I told Ashley, “This is worth exploring; let's look into it.” I didn’t know what facet — kennel, day care, vet, grooming — but we landed on grooming.Nick: So you decided on the business model. Did you have any experience in franchising? Were the tanning salons franchised?Dan: No, we never had any franchise experience. We weren’t even sure about franchising. We wanted to explore it, but we were nervous. You hear the stories — what is it all about? It was intriguing. I've done business, we’ve done a ton of business, but what does the franchise side look like? How can we scale and build something quickly? That’s how it all came to be.We actually, in a wild way, flipped a coin and said, “Either we franchise or we go corporate stores.” It was really on the table. We decided to put some serious coin into franchising and see if it had traction — and that’s when it took off. We sold a few territories and license agreements, and that’s when we knew franchising was the path.Nick: Take me through the process of franchising the business, specifically around expectations. When you picked a consultant to help you franchise, what were you hoping for, and how has that played out?Dan: Our expectations were pretty simple — we didn’t have a lot. We weren’t sure if it would sell. It was a subscription business for dogs, very nuanced. Would it even sell? Did it have scalability? We talked to a couple of brokers and consultants, got on board, and that’s when the sales started happening. We went with it from there.Nick: So has it met your expectations? And give me a lay of the land — how many current locations, and what’s the state of the business?Dan: We have 32 units open — 28 are franchised, and four are corporate, with some multi-unit operators.Nick: So has that hit your expectations?Dan: We have high expectations. We want to grow this thing. We're on a fire from afar, for sure. We want to see this really gain traction. Every sale and every store opening is exciting. I still get nervous — is it going to work in that market, that community?So yeah, we’ve definitely met some expectations.Nick: This may sound like a crazy comparison, but in tanning — before all the health concerns — the demand was huge, and supply couldn’t keep up. You could open down the street and still have business. I see the same thing in pet grooming — high demand, limited supply. Do you see that similarity?Dan: Absolutely. We’ve seen new players enter the market, trying to scale quickly. Some of them have legs.In tanning, I saw the shift from a tanning bed in the back of a hair salon to full-scale salons with 40–50 beds in 5,000–6,000 square feet. That kind of momentum feels the same in pet grooming. Every time we turn around, someone else is talking about opening. The recipe’s there.Nick: And I’m sure the other side of that is protecting your culture — making sure you get the right people. You want to grow fast, but also grow smart. How do you qualify the right candidates?Dan: Absolutely. Some of our first franchisees are wonderful people. They made a real commitment to being in a franchise system. It’s always a changing atmosphere. We’re constantly trying to find the right person for the right community and storefront — and that’s not easy.Nick: You didn’t need much differentiation back in tanning. I’m sure that’s changed in this space. How do you set petbar apart?Ashley O'Loughlin: We feel like a lot of our competitors focus on health and wellness — that’s their point of view. We’re trying to make ours happy and fun and clean. We want a great experience not just for the pet parents, but also for the pets.We want them to feel like we know their name, we know their dog’s name — just a super special experience in the store.Nick: So what you’re describing is culture. That totally connects with me. Right now, whether it’s the vet or the groomer, we’re just a number. Get in line, pay a lot, and leave. You’re trying to make it more than a transaction.Ashley: Yeah. Much more personalized. We want everybody to feel special.Dan: Think about the Disney World for dogs. That’s what we really want to be. That’s what excites us, and that’s what we try to emulate.Nick: Do your franchisees come in as fans of the brand? Have any gone from customer to franchisee? Or are they just fans of the industry?Dan: I would say both. Hopefully, they’re all dog lovers. That’s something we ask in the process. But yes, it coincides.Ashley: We’ve definitely had franchisees who were customers first. We’ve also had people looking for something in the children or pet market and found us that way.Nick: Ashley, you mentioned “health and wellness.” Do you think those are just buzzwords? Because to the customer, the experience often doesn’t feel different. Is the real value the relationship?Dan: Exactly. We’re not handing out report cards at the end. We want the dog to be happy and excited.I picture a convertible pulling up and dogs jumping out to run in. Honestly, they try to come back in! We have a “party room” in the back, and they race to get there and see their friends. That’s what we’re aiming for.We're all about the dog. Of course, we care about the human too, but the dog is our true customer.Nick: What keeps you up at night?Dan: Worrying about business. That’s been 35 years. It’s always “what if?” What if something happens? We’re always trying to prepare.It’s not the best place to be, but it’s part of business. If you’re not nervous, I think something’s wrong. If you can sleep well owning a business — more power to you. I just can’t imagine that being true.Nick: It’s tough. In business, especially franchising, there’s no clear definition of “winning.” Even people who exit a business talk about feeling lost. You think you’ll feel accomplished, but then it’s like — now what?It becomes something that just occupies your time. And because there's no scorecard, a dip in sales one month sends people into panic mode. It’s a false sense of anxiety, but it’s so real.Dan: Absolutely. We know a couple who exited a fast-growing brand. The husband had to seek counseling afterward because he was so used to being “on fire” all the time. Suddenly, he had all this time and didn’t know what to do with it. It was eye-opening.Nick: I often think about franchise buyers. A lot of them don’t understand franchising, which creates chaos. But also, some candidates play hard to get — and that’s the opposite of what you should do.Dan, when you said “always on fire” — that’s the kind of person I want on a team. Someone who’s responsive and kind. That’s a great franchisee.Ashley: Yeah, exactly. We’ve learned over the years what we’re looking for. It’s like a marriage — you really have to know what you’re getting into and take time to get to know people.Nick: Let’s talk investment. What’s the range, and what are you putting in Item 19?Ashley: Item 7 ranges from&nbsp;$256,700 to $585,950. The high end is a 2,000-square-foot space. The lower end is around 1,000 square feet — we’re exploring smaller footprints.In Item 19, we include sales rankings. We’re ranking stores by age and giving averages — membership metrics and grooming metrics.Nick: What do you budget for grand opening marketing?Ashley: Between $15,000 and $20,000.Nick: That’s solid. I tell clients 10% of total investment. It’s better to over-budget and not need it than under-budget and be forced to spend later. You need to set the right expectations.Dan: Absolutely. Marketing is huge. Especially in new markets — people don’t know who we are. We’re strong in Dallas and Houston, but in other states, we’re still building awareness.Sometimes people call asking what time the bands start. We’ve gotten restaurant guides. It’s funny — people don’t know what petbar is. That’s the challenge when entering new communities.Nick: Dan, now you’re giving out new business ideas — bands and dogs. So, what’s the vision? What do you want to accomplish this year or next?Dan: We want to grow, of course. We’re bringing more family into the business — our son, our daughter, our youngest daughter. It’s a family affair, and we love that.We want to grow as far and as fast as possible, but responsibly. Growth can be bad too. We’ve seen franchises in Dallas open too fast — they’re on every corner, and six months later, they’re gone.That’s not what we want. We want to build something special for our family and for everyone involved.Nick: I love that your family is involved. That speaks to your culture. Every franchise buyer I’ve spoken to buys based on two things — business opportunity and culture.And when you build your family around this, it shows you’re not in it for the short term — you’re playing to win. You have to win. It’s your livelihood. That culture sets the tone.And what you just said — “this literally is family” — that belongs on your franchise website, front and center.I think what you’re doing is great. I’m excited to see how this plays out. There’s so much demand in this category, and it’s nice to see someone doing something different.I appreciate you sharing your story today.Watch the full interview above or on&nbsp;<a href="https://www.youtube.com/watch?v=s4MwIYJluyA&utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">YouTube</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://www.petbarinc.com/franchise/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=petbar-franchise-dan-ashley-o-loughlin-qa-2729676" target="_blank" rel="nofollow">https://www.petbarinc.com/franchise/</a>. &nbsp;

Petbar Franchise: A Boutique Dog Grooming Business Built for Growth and Culture

1851 Franchise

https://www.youtube.com/embed/s4MwIYJluyA

Dan and Ashley O’Loughlin built petbar to deliver joy for pets, trust for customers and a culture that supports franchisees as they scale with purpose.

Why petbar Wants to Be the “Disney World for Dogs” — and a Dream Business for Franchisees

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Fresh Coat

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How Kimberly Nelson Is Painting a Path for the Next Generation of Women in Home Services With Fresh Coat Painters

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Lyricos Learning

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How California’s Tulare County Office of Education Expanded Access to Hands-On Learning With STEAM on Demand

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Voodoo Brewing Co.

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Celebrate National Beer Day at Voodoo Brewing Co. With New Releases and Old Favorites

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New U Women's Clinic & Aesthetics

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Beyond a Med Spa, New U Is a Women’s Health Solution

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Why New U Is Targeting Texas for Franchise Growth 

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

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KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal -  1851 Franchise

KKR to Acquire Nothing Bundt Cakes in $2 Billion Deal

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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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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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Building&nbsp;<a href="https://1851franchise.com/how-do-you-build-a-franchise-business-plan-2717037">a business plan</a> is a crucial operational step for any entrepreneur. But how do I build a business plan for a franchise that complements the franchisor’s system while addressing the unique needs of a given location? In this guide with expert tips, you’ll learn how to craft a thoughtful, actionable franchise business plan.<h2>Start With The Franchisor’s System In Mind</h2>So, how do I build a business plan for a franchise? Well, avoiding repetition is a good start.“You specifically don’t want to duplicate what your franchisor is doing,” said long-time multi-unit&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a> franchise owner,&nbsp;<a href="https://www.linkedin.com/in/haynes-chidsey-6a36a06/">Haynes Chidsey</a>. “There’s a reason why you join a franchise system and why you pay the fees and costs associated with it.”A strong franchise business plan should take advantage of the resources, marketing and operational systems that the franchisor provides (while utilizing daily experiences at the local level to help fine-tune what matters locally).<h2>Focus On Local Priorities</h2>A franchise business plan should be&nbsp;<a href="https://1851franchise.com/strategicfranchising/how-to-build-a-strong-franchise-brand-presence-in-your-local-community-2729771">locally focused</a>. It should reflect the unique characteristics and needs of each local market. It’s essential to identify opportunities to attract local customers, build relationships within the community at the local level and tailor services to the regional preferences required by each market.“Be complementary to what your system provides,” said Chidsey. “Stay locally focused. That’s what I would say is key. Avoid mistakes by focusing on the magic.”<h2>Practical Steps For Building Your Plan</h2><ol><li>Assess Both Market And Competition – Build a thorough understanding of local demand, competitors and potential customer base. This will lead to more informed projections. &nbsp;</li><li>Define Financial Goals – Include startup costs, ongoing fees and revenue expectations in the business plan. Staffing, rent, marketing and working capital should all be factored in. &nbsp;</li><li>Leverage Franchisor Resources – Incorporate the systems, training and support offered by the franchisor (instead of reinventing processes). &nbsp;</li><li>Set Operational Priorities – Decide which areas require hands-on local management (as opposed to areas guided by the franchisor). Focus energy where it’s most impactful. &nbsp;</li><li>Review And Adjust – A business plan shouldn’t be static. So, track performance, adjust strategies and refine priorities as the franchised business scales.</li></ol><h2>The Takeaway</h2><a href="https://1851franchise.com/chapter-3-developing-a-franchise-business-plan-2722586">Creating a franchise business plan</a> is about balance. With a clear plan that integrates franchisor resources and local insight, franchisees can confidently move forward, knowing their businesses are structured to thrive. Leveraging a proven franchisor system to make smart, locally relevant decisions is key. By slowing down to go fast, and catering to the local trends or demands unique to each market, zees can more effectively build a roadmap and franchise business plan capable of delivering long-term success.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 build a business plan for a franchise?

How do I build a business plan for a franchise? In this guide with expert tips, learn how to build a plan that leverages franchisor resources, focuses on local priorities and brings long-term success.

Why petbar Wants to Be the “Disney World for Dogs” — and a Dream Business for Franchisees

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