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What market gap does your brand fill? What was missing in the space before, how was it identified, and what inspired you to create the solution?I’ve been in the imaging industry for 28 years, so when Cartridge World suddenly popped up seemingly out of nowhere as this refilling store ahead of its time in the industry, I was intrigued. Nothing like it really existed at that point. As the brand began franchising, it grew so fast that it was scrambling to keep up with refilling printer cartridges at the rate of demand, which is when I was brought on in a consulting capacity.&nbsp;I could see the animal the brand was becoming, and I saw an opportunity for myself to join the Cartridge World team to usher in the new ways in which technology was poised to change the business.&nbsp;In our heyday, we had couches in the front of our retail storefronts where people would sit and wait for their cartridges to be refilled. Then the internet came along and changed everything—our stores were no longer a destination, and because printer equipment was emerging and evolving so fast, it became a challenge for Cartridge World locations to manufacture a cartridge in-store, leading to an unsustainable retail business due to the convenience the new online world brought. The brand lost its way for a while and didn’t know where it needed to go.I joined the brand more than 11 years ago as its Global Chief Technological Officer and have served as CEO in the U.S. since 2016. I was in the back in the boiler room handling technical issues, and when I took the reins, my emphasis became finding ways to manage the business services element of Cartridge World, because I saw great potential for the brand to be able to offer local expertise to anyone with any printer need.&nbsp;At the time I became CEO, our means of doing business were evolving. We’ve since grown into our new identity as a service-driven company that focuses on providing managed&nbsp;print services that industry competitors couldn’t, which eventually led us to develop the Why Buy a Printer Program. It’s everything a copier deal is not.&nbsp;What are you doing well right now? What are your brand’s differentiators?The shift away from printing as much as we all collectively used to created the need for a sustainable, efficient solution, which Cartridge World delivers. The existing market is completely driven on hardware—the way the industry is structured, it can’t do anything else. Cartridge World is able to break through that with a business model built on no-cost hardware and service. With the Why Buy a Printer Program, we provide our customers with a name-brand printer of their choice at no cost, as well as no-cost recurring on-site printer service. All we ask in return from our customers is for them to sign a two-year agreement to buy our ink and toner. We don’t want an unhappy customer for 5 years, unlike a copier dealer.&nbsp;72% of copiers are printing less than 5,000 pages per month, and so many companies are locked into 5-year contracts with these over spec and&nbsp;over-sold, aircraft carrier-sized products they spent thousands of dollars on just sitting on the floor when they really only need a $600 printer.&nbsp;We fill a market sector that concentrates on small businesses that want their printing needs to be met without having to think twice about it and without them having to spend a fortune. Copiers aren’t convenient—they talk about cost per page, but not cost per step. We are driving the ability to go back to decentralized printing in the right and smart places to bring convenience back to printing, and we’re thriving due to this simple agreement.&nbsp;Plus, because our franchises are locally owned and operated, we’re able to serve as a trusted imaging consultant and advisor to other small businesses unlike a copier salesperson who will be seen only twice: once the day the contract needs signing, and the other 10 months before the contract expires. Our target customers are small businesses with 50 employees or fewer—because of the nature and flexibility of our offering, we can swim as far up and downstream as we want to as it relates to our client base.What are your growth goals? What is your vision that you want your brand to fulfill, realistically or ideal state? How many units is the brand targeting over the next year, three or five?My ultimate goal is to ensure that our invested franchise owners recognize the ROI they expected when they joined the brand by providing a comfortable standard of living while building a sellable asset when they choose to move on to greener pastures. If we can achieve that as the franchisor, we have succeeded.We know the retail model we currently have franchises operating under has its place in certain markets, but we see an incredible opportunity to develop our B2B-focused Executive Office Model franchise offering in major markets across the U.S. We currently have a franchisee operating the Executive Office Model in New York, and his entire operation is completely mobile, giving him incredible flexibility and the means to service businesses across the entire city—and country, for that matter. He’s generating business digitally, isn’t tied to a storefront location, doesn’t have any overhead, and isn’t forced to be in business six or seven days a week.&nbsp;His success is a testament to the viability of the model, and we’re excited to introduce it in new cities with the help of business-savvy entrepreneurs looking to protect their investment with an in-demand, easy-to-operate business. The Executive Office Model is the vehicle through which we are reestablishing Cartridge World as The Printer People—we’re much more than printer products, we’re real people, which is undoubtedly our best asset. We benefit the small business owner who doesn’t want to be overcharged and enjoys working with humans. Were in it for you, not us.&nbsp;&nbsp;What are some of Cartridge World’s most important milestones over the past five years?&nbsp;<ul><li>The development of the Cartridge World Executive Office Model:&nbsp;Cartridge World’s new, high-growth franchise model makes it easy to get into business quickly without the need for a retail storefront. It’s flexible, personalized and simple, above all—owners can act as a supply chain and choose their preferred vendors without the overhead that comes with a costly real estate footprint. There’s no weekend work and our digital marketing resources and B2B sales training allow owners to generate business for themselves in the most efficient way possible, establishing and developing local community relationships in the process. Plus, there’s a lower cost of entry, minimal labor costs and high earnings potential. What’s not to like?</li><li>The implementation of the Why Buy a Printer Program:&nbsp;As any smart franchisor can attest to, the best ideas for how to better the brand, and the products and services we provide, come from within the franchise system. Such was the case for us with the Why Buy a Printer Program that is really driving the impact we’re making with our business. One of our top-performing franchisees developed the program, which was adopted by the network as a best practice. It was created as a way to win new B2B customers and retain current ones in addition to targeting copier dealers. Now, of that franchisee’s top 20 customers, 18 are locked into the Why Buy a Printer Program on an agreement, demonstrating the impact this key differentiator has on our business.</li><li>The 2020 strategic investment into the brand by Blackford Capital: As we begin to turn our focus back toward franchise development after redeveloping the Cartridge World business model and training systems to be more service-driven and with a renewed outbound focus on the SMB market. The timing is optimal for this strategic investment by Blackford Capital who has been very successful in our industry through prior investments and represents a solid strategic fit for CW USA going forward. Blackford Capital is committed to this space through additional investments that will help CW USA grow and expand its core business as well as develop important new markets and opportunities. &nbsp;We spent two full years preparing ourselves for the future, and now, we’re ready to direct our focus toward growth and profitability through our new Executive Office Model that is fueled by the Why Buy a Printer Program. We are well positioned to grow this business and continue to add value for our network Blackford Capital makes an immediate positive impact on our business and brings a wealth of industry knowledge and experience to our team and is an excellent strategic partner for us with regard to driving accelerated sales growth, We are laser focused in developing the SMB model with existing franchise locations while simultaneously expanding the overall footprint in other strategic markets throughout the USA. We can now provide a much broader overall value proposition and additional offerings to franchisees in terms of what they are delivering back to the end-user. We are investing in even better technology to increase integration and workflow efficiencies, ensuring our franchise owners are working more on the business than in the business. This takes the heavy lifting off of our franchisees and gets us in front of more consumers in the process. It’s an exciting time for us and we can’t wait for the progress 2020 will continue to bring.</li></ul>What does your ideal franchisee look like?Cartridge World thrives with entrepreneurs who not only have business acumen but B2B experience, preferably in sales or marketing. They can maintain strong client relationships, can leverage their local footprint to serve as their community’s on-the-ground expert, and want to scale their business and evolve with the changing technology landscape. Most importantly, though, we’re looking for people who will happily carry out our mission to be The Printer People—those who want to become a service-driven ally to other local businesses.The initial investment required to open a Cartridge World Executive Office Model franchise ranges from $58,900 to $106,300, including the $40,000 franchise fee. For more information on franchise opportunities with Cartridge World, please visit https://cartridgeworld.com/franchising/.&nbsp;

Q&A with Cartridge World's CEO Mark Pinner

1851 Franchise

Pinner sits down with 1851 Franchise to discuss what makes the brand's franchise opportunity stand out.

This brand page has been paid for by 1851. Content within this page that is paid will showcase a Sponsored icon. This means the brand has engaged 1851 FRANCHISE to write the content. Content without the Sponsored Icon is aggregated media placements the brand earned. Questions can be sent to editorial@1851franchise.com

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United Water Restoration Group

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Chrissy Gregory Shows What Leadership Looks Like for Women in the Restoration Industry

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When the Unexpected Happens: How United Water Restoration Group Helps Customers Plan for the Unplanned

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The Brass Tap

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A Better Way to Build a Bar: Why The Brass Tap Is Gaining Ground

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Fresh Coat

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Keys to Team Retention for Fresh Coat Painters Franchisees

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Pet Wants

3 Keys to Franchise Success with Pet Wants: Passion, Support, and Hard Work

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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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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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Franchise sales are changing quickly as AI becomes a more active part of how candidates research brands. Prospective franchisees are using tools like ChatGPT and Gemini to ask about investment levels, risks and brand differences before they ever speak with a franchisor. Research that once played out through brokers, discovery days or website visits is now happening in real time through AI responses.“Step one is understanding your current footprint,” said&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a>, chief growth officer at&nbsp;<a href="https://hellomainland.com/">Mainland</a> and chief strategy officer at&nbsp;<a href="https://www.goodsparkfranchise.com/">GoodSpark Franchise Growth Accelerator</a>, on a&nbsp;<a href="https://www.youtube.com/watch?v=5uPCdn9Ht4w">recent podcast</a>. “There are general searches you can run in Gemini, ChatGPT and Claude. Ask if your franchise is a good franchise, and you’ll get an answer. Then ask what the potential gaps are, and you’ll get that answer back as well.”The challenge is that AI is doing more than repeating what is already out there. It is making connections, drawing comparisons and helping shape how brands are presented next to other options. As a result, website copy, press coverage and other outside content all play a role in how a brand is categorized. If that story is not clear and consistent, AI may fill in the gaps with outdated or incomplete information.“The starting line is having a clear understanding of what AI is saying,” said Powills. “Be a candidate of your own franchise and evaluate the pros and cons.”At the core of this shift is a change in where trust is built. Instead of relying solely on direct conversations, candidates are increasingly trusting AI to guide their research and validate opportunities. That places new pressure on franchisors to not only manage their brand story, but to ensure it is structured, consistent and visible across the sources AI relies on.“There’s a big opportunity here. We’re at a starting point, or a major acceleration point, in a massive shift,” said&nbsp;<a href="https://www.linkedin.com/in/charles-internicola/">Charles Internicola</a>, CEO of&nbsp;<a href="https://1851franchise.com/goodspark">GoodSpark</a>. “Information is becoming inexpensive, and people can instantly ask AI about your brand or category. Your challenge, and your opportunity, is to intercept that and feed AI the information that genuinely tells your story and gets you ahead of the curve.”For franchisors, that means rethinking franchise sales as a process that begins before outreach ever happens. It now starts with how AI understands and presents the brand.A transcript of Internicola’s and Powills’ discussion has been provided below. It has been edited for brevity, clarity and style.Charles Internicola: Franchise brands, and really every business, face AI as both a challenge and an opportunity. Today, we’re going to talk about four steps you should be taking right now to AI-proof your franchise sales process, make structured changes to your website and brand story, and energize your franchise sales process through AI SEO and AI-driven franchise sales.It feels like the world is changing by the second. Progress in one week now feels like what used to take years. We’re going to talk about AI SEO, franchise sales and all the shifts happening right now with AI, LLM models and automation. How does it impact the franchise sales process, and how do you take advantage of it as a franchisor?This is a big topic for our&nbsp;<a href="https://www.francampgrowth.com/">FranCamp</a> conference in June, but the most important thing today is the foundation. If I’m a franchise brand, there’s the old world that existed just weeks ago, and now everything is AI-driven. The brand story, information about franchise sales, franchise opportunities, whether brokers still have a role and the entire discovery process are all changing. So where is the right starting point to build that foundation?Nick Powills: Step one is understanding your current footprint. There are general searches you can run in Gemini, ChatGPT and Claude. Ask if your franchise is a good franchise, and you’ll get an answer. Then ask what the potential gaps are, and you’ll get that answer back as well.As you work through the questions a candidate would ask, you start seeing how you show up. From there, you can decide if you like that narrative, how you would adjust it and what you should do from a process standpoint to create a new narrative. That gives you the pathway to build out the content that needs to integrate, both from a form and function standpoint.Charles, you do a great job structuring websites so AI can read them, index them and use them as a reference point. Right now, there’s a game to be played. It goes back to early Google SEO, when it was critical before all the algorithm changes. Brands invested heavily to make sure they ranked for their name and category.Over time, that shifted. The system took over, and there was less you could control outside of content. So first, understand your footprint. Second, understand the format so you know how to build for AI search. Third, put it to work and invest in it.Franchise brands already have budget buckets like conferences, digital advertising, PR and content. Now there’s a new one, AI SEO. You either pull from other buckets or start budgeting differently. What’s going to happen is the value of the broker will start to decline. Brokers act as coaches, and AI is going to act as a coach. So you want to invest in influencing that “coach.” The starting line is having a clear understanding of what AI is saying. Be a candidate of your own franchise and evaluate the pros and cons.Internicola: We’re going to move through this quickly, and if you haven’t been to FranCamp, this will be a major focus. Nick’s advice applies to every business. Start by going to different AI models and asking about your brand and your category. Ask what’s a good investment. Evaluate the information, where it’s coming from and how it’s being presented.The key is shaping it in a genuine way. There’s a big opportunity here. We’re at a starting point, or a major acceleration point, in a massive shift. Information is becoming inexpensive, and people can instantly ask AI about your brand or category. Your challenge, and your opportunity, is to intercept that and feed AI the information that genuinely tells your story and gets you ahead of the curve.Starting with strategy, understand your sales channels, including brokers. In many ways, AI is becoming the new franchise broker. That’s a mindset shift. The old funnel of trade shows, visits, portals, brokers, websites and traditional research is being disrupted. AI will not only explain your brand, it will evaluate FDDs and compare opportunities. These are data sets you need to understand.So Nick, if I’m doing my own searches and seeing what AI says about my brand, what should I focus on and change?Powills: First, build a landing page, an extension of your website, call it your AI FAQ. Start building a heavy content page that answers questions from a buyer’s perspective. Even if you’re just answering a few questions at first, it’s an easy win.Second, start categorizing and archiving past content. For example, a brand we work with had a QSR magazine cover story that hasn’t been shown to candidates in years. It was a strong PR moment and still carries authority. Go back through your history and identify those signature pieces, then bring them back to life.Build a blog or content section and aggregate those materials. Many brands have news sections filled with weak content. What matters is authority, and authority comes from credible human sources. Those are two strong starting points.Internicola: That last point is critical. Authority comes from humans, and third-party validation adds credibility. You can even ask AI what pages it’s referencing about your company and what information would help it better understand your brand.AI needs to understand what your brand is about, what category you fit into and how you compare. It’s going to classify you — service, retail, restaurant, investment level — in a very mechanical way. You need to feed that data.Real content matters as well. Podcasts, conversations and older PR pieces all contribute. AI looks for that third-party validation. There are also technical elements like schema and metadata. AI bots are reading behind your pages, so you need to be aware of that.AI is going to classify your brand, compare you to alternatives and predict buyer fit. Your messaging needs to reflect that. It also needs to go deeper and tell a real story. If you’re featured on third-party sites, bring that back onto your own website and reinforce it.Nick, AI is constantly answering what the franchise is, who it’s for and why it’s better. Where do you see this going?Powills: It’s still the Wild West. AI is only as good as the information it pulls, and it hasn’t fully established authority sources yet. For example, I asked ChatGPT to help with an NCAA bracket, and it gave answers with teams that weren’t even playing. It wanted to respond, but the data wasn’t reliable.That’s the risk. If your content isn’t set up correctly, AI could misrepresent your brand. If there’s outdated or negative information online, even if it’s no longer relevant, AI may surface it. So you have to monitor and shape your presence carefully.Internicola: It won’t always be this way, but right now it is the Wild West. You can shape your AI story, but you need to do so genuinely. Let’s go through the framework, starting with defining your category.Powills: This is about going deeper. Saying “low-cost handyman franchise” isn’t enough. Instead, say something like “scalable home service platform for owner-operators.” That positions the opportunity differently and sets expectations. It allows AI to categorize you more accurately instead of lumping you in with everyone else.Internicola: This is a mindset shift. Move away from generic language and define what makes your model scalable and what transformation it creates. You’re not just defining your category, you’re reshaping it.Powills: AI ranks categories, not logos. This is your “why you, why now.” It should live in your footer and across your site so there’s consistency. It defines who you’re for and why the opportunity makes sense financially.Internicola: If your site doesn’t clearly explain your opportunity, AI will overlook you. This is an easy fix. Next is engineering your entity graph.Powills: This is about consistency across channels, PR, website, listings and everything else. Think about how brands repeat the same message everywhere. Franchise brands don’t always do this well. You need consistent storytelling across all platforms.Internicola: AI looks for repetition and consistency. If your messaging appears across third-party sites and your own site, it builds authority. Align everything, your website, listings and PR.Powills: Creating training-style content is critical. If you don’t train AI to tell your story, it won’t tell it correctly. It’s the same as brokers. If you don’t train them, they won’t sell your brand well.Internicola: Exactly. Finally, build trust signals outside your website, podcasts, interviews, LinkedIn and press, but with real depth and authenticity.Powills: Podcasts aren’t about audience size. One podcast can help you refine your message. You can turn that content into text, post it on your site and distribute it across channels. One piece can drive multiple outcomes.Internicola: Thanks for joining us. Come to our FranCamp conference and start working on your website.Watch the full episode above or on&nbsp;<a href="https://www.youtube.com/watch?v=5uPCdn9Ht4w">YouTube</a>.

AI is quickly becoming a new franchise broker, changing how candidates research, compare and choose brands before ever speaking to a salesperson.

How AI Is Reshaping the Franchise Sales and Discovery Process

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

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

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

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In the competitive landscape of franchising, the difference between a brand that scales and one that plateaus often has very little to do with the quality of the product. Success is increasingly dictated by who controls the information. For many companies, the traditional marketing model has left a significant gap. There are compelling stories to tell, but they’re often treated as temporary announcements rather than long-term assets. This creates a missed opportunity where valuable press releases and franchisee profiles sit on digital shelves collecting dust while potential investors search for answers.<a href="https://hellomainland.com/">Mainland</a> co-founder&nbsp;<a href="https://www.linkedin.com/in/powills/">Nick Powills</a> recognized that modern growth requires a new kind of infrastructure. It’s simply not enough today to just do PR or run an ad campaign. To win, a brand needs a media engine that works around the clock to educate the market. This insight led to the creation of&nbsp;<a href="https://1851franchise.com/">1851 Franchise</a> and its sister platforms&nbsp;<a href="https://estatenvy.com/">Estatenvy</a>,&nbsp;<a href="https://stachecow.com/">StacheCow</a> and&nbsp;<a href="https://room1903.com/">Room 1903</a>, publications designed not in the outdated traditional manner but as specialized ecosystems built to unlock and accelerate franchise growth.“These platforms are what we call growth media engines,” Powills said. “They’re not traditional publications and they’re not marketing channels; they sit in the middle. Each platform is designed to help an industry control its narrative, educate its market and create a consistent drumbeat of credibility around the brands that are growing within it.”<h2>The Strategy of Categorical Authority</h2>The decision to invest in these platforms came from a clear observation of how franchise discovery actually happens today. Because a franchise candidate might spend months researching an investment, a brand needs to show up at every step of that journey. If the brand doesn’t provide the answers, the candidate is going to find them elsewhere.“We started investing in these platforms when we realized something important: most brands don’t lose because their product isn’t good,” Powills said. “They lose because they don’t control the narrative, don’t promote the narrative and don’t drive home a sense of urgency.”This strategy led to the development of specialized platforms like Estatenvy for home services, Room 1903 for hospitality and StacheCow for private equity.“The strategy is simple: build the media authority inside the industries where our clients are growing,” Powills said. “When you own the conversation inside a category, you create an unfair advantage for the brands inside that ecosystem.”<h2>A Technical Foundation for Discovery</h2>Beyond the editorial content, the platforms function as structured databases. Every interview and brand profile is organized so that it can be easily indexed by the digital systems that drive modern discovery. This ensures that when an investor uses a search engine or an AI tool to research an opportunity, the brand is already positioned with the answers.“We’re essentially building industry knowledge graphs,” Powills said. “The content isn’t random. It’s organized so that when someone asks a question about franchising, home services or restaurants, our ecosystem has the answers.”This technical approach extends to the backend, where integrations with Google, LinkedIn and Facebook allow brands to view ad data and traffic insights in one place. By combining editorial authority with structured data, the platforms provide a level of visibility that standard marketing just can’t match.<h2>Putting Brands Back on the Map</h2>For franchise leaders, the true measure of a media platform is how well it creates visibility in a crowded marketplace.&nbsp;<a href="https://www.linkedin.com/in/scott-oaks-39396612/">Scott Oaks</a>, vice president of franchise development for&nbsp;<a href="https://www.comfortkeepersfranchise.com/">Comfort Keepers</a>, has spent over two decades in the industry and has seen how this approach changes the trajectory for a brand.“Mainland and 1851 Franchise get us a lot of exposure. Nick always seems to have a fresh take on the changing landscape of franchising and the best way to get our brand’s name and exposure out in front of people,” Oaks said. “They’ve gotten us a bunch of exposure that we weren’t getting before through our franchise development efforts, which has really put us back on the map from an opportunity standpoint.”A key part of that exposure is the ability to move away from generic, repetitive industry news.&nbsp;<a href="https://www.booxkeepingfranchise.com/">BooXkeeping</a> CEO&nbsp;<a href="https://www.linkedin.com/in/maxemma/">Max Emma</a> notes that the value of 1851 Franchise lies in its ability to highlight the actual humans behind the business, ensuring each franchisee maintains a unique voice.“My franchisees are all different. Even though we do bookkeeping, everybody's different. They're not copy and paste from one franchisee to another one,” Emma said. “So, what Mainland and 1851 Franchise are doing is providing a PR announcement for all of my new franchisees. They get a chance to tell their story.”<h2>The Power of the Living Archive</h2>The most effective way for a brand to win is to stop viewing media as a one-time event. Success in franchising comes from a cumulative effect. When a candidate begins their research, they should find a deep archive of leadership insights and franchisee success.“Growth brands understand it’s a drumbeat,” Powills said. “When brands partner with Mainland and our platforms, they’re essentially building a living archive of their growth story, leadership insights, franchisee success stories, expansion announcements and industry expertise. When a candidate starts researching the opportunity, they don’t find one article. They find a narrative. And in franchising, the brands with the strongest narrative usually win.”Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

Mainland co-founder Nick Powills explains how proprietary media engines, like 1851 Franchise, empower brands to control their narrative while driving consistent growth through compelling storytelling.

1851 Franchise: The Media Platform Built to Skyrocket Franchise Growth

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From franchise development storytelling to national media placements and hyperlocal community coverage,&nbsp;<a href="https://franchise.twomenandatruck.com/">TWO MEN AND A TRUCK®</a> has built one of the most consistent and effective PR engines in franchising. Behind that momentum is a long-standing partnership with&nbsp;<a href="https://hellomainland.com/">Mainland</a> — one that has evolved over more than a decade into a strategic driver of both brand visibility and systemwide growth.<h2>A Partnership Built Over Time</h2>Mainland began working with&nbsp;<a href="https://1851franchise.com/twomenandatruck/info">TWO MEN AND A TRUCK</a> in February 2013, initially focused on franchise development PR and content. What started as a steady cadence of storytelling quickly evolved into a comprehensive, multi-layered strategy as results followed.As the partnership matured, so did its scope. Mainland expanded into consumer-facing PR, supporting not only the U.S. brand but also Canadian operations and sister concept&nbsp;<a href="https://1851franchise.com/two-men-and-a-junk-truck-franchise-deep-dive-2731397">TWO MEN AND A JUNK TRUCK®</a>. Today, the relationship operates as a true collaboration — with strategy, execution and alignment across teams.Over time, the results have compounded. The brand has consistently generated more than 100 secured media placements annually, culminating in a record-setting 176 placements in 2025 — the strongest year in the partnership’s history.This level of consistency isn’t accidental. It reflects a system that has learned how to win — pairing strong storytelling with a highly engaged franchise network and a clear understanding of what resonates in the media.<h2>Turning Stories Into National Visibility</h2>One of the defining elements of Mainland’s work with TWO MEN AND A TRUCK has been its ability to elevate franchisee stories into national narratives.A standout example is&nbsp;<a href="https://www.entrepreneur.com/franchises/she-went-from-temp-job-to-her-own-5-million-moving-business/490418">this feature in Entrepreneur:</a> The story spotlighted a franchisee who went from a temporary employee to operating a $5 million business.Mainland also helped position the brand as a voice in national workforce conversations. During a critical hiring period, the company’s need to recruit more than 7,000 employees became a platform for broader media exposure,&nbsp;<a href="https://www.foxbusiness.com/video/6326394253112">including coverage on FOX Business</a>.During COVID, Mainland also secured a variety of national appearances and economic commentary, including segments on&nbsp;<a href="https://www.foxbusiness.com/video/6178428889001#sp=show-clips">Varney &amp; Co.</a> and&nbsp;<a href="https://www.foxbusiness.com/video/6181928558001#sp=show-clips/all-shows">The Claman Countdown</a>, as well as inclusion in&nbsp;<a href="https://www.cnbc.com/2020/07/28/getting-rid-of-extended-jobless-benefits-would-come-with-a-big-economic-hit.html">broader economic reporting on CNBC</a>.Beyond business and hiring narratives, Mainland also helped highlight innovation within the system, including coverage in&nbsp;<a href="https://www.consumerreports.org/money/moving/make-your-next-move-more-sustainable-a4814099438/">Consumer Reports</a>, which showcased sustainability initiatives, including the use of electric moving trucks.<h2>From National Headlines to Local Impact</h2>While national visibility builds brand authority, the true strength of the TWO MEN AND A TRUCK PR strategy lies in its ability to scale locally.Mainland has helped amplify the brand’s extensive cause-marketing efforts — programs like&nbsp;<a href="https://1851franchise.com/twomenandatruck/two-men-and-a-truck-movers-for-moms-2726002">Movers for Moms®</a>,<a href="https://1851franchise.com/twomenandatruck/two-men-and-a-truck-proudly-serves-those-who-serve-supporting-veterans-on-the-move-and-in-business-2730566"> Movers for Military®</a> and&nbsp;<a href="https://www.youtube.com/watch?v=qZA3tGMsREQ">Movers for Mutts®</a>. Take, for example, news coverage about&nbsp;<a href="https://www.eastidahonews.com/2025/05/moving-company-donates-thousands-of-items-to-2-local-shelters-for-mothers-day/">donations to local shelters</a>, which shows how local franchise efforts can translate into press coverage. Plus, the brand’s work around<a href="https://www.everythinglubbock.com/video/two-men-and-a-truck-lubbock-are-collecting-essential-and-food-items-for-the-third-year-so-support-our-veterans/11277528/">&nbsp;supporting veterans</a> at the local level keeps getting media attention.Even creative, seasonal campaigns — like the brand’s annual&nbsp;<a href="https://www.fox2detroit.com/video/1731325">“Boxtume” Halloween segments&nbsp;</a>— have become repeatable PR wins, combining visual storytelling with local broadcast appeal.This blend of national authority and local activation creates a flywheel effect. Franchisees gain exposure in their markets, while the broader brand continues to build recognition at scale.<h2>A Breakout Year Fueled by Momentum</h2>In 2025, the results of this long-term strategy became especially clear. The brand’s record-setting 176 media placements reflect more than just increased activity — they signal a refined approach. Mainland and TWO MEN AND A TRUCK have identified the stories that resonate, the formats that perform and the systems required to execute consistently.The way Mainland and TWO MEN AND A TRUCK work together shows how PR can be much more than just a box-ticking exercise. It can actually drive major growth. By telling the brand's story on a national scale, making an impact locally and sticking to a smart, repeatable strategy, they've built a PR machine that grows alongside their franchises.The result is a consistent drumbeat of visibility — one that supports franchise development, strengthens community ties and reinforces the brand’s position as a leader in the moving industry.Growing and selling franchises is difficult. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit<a href="http://www.1851growthclub.com">&nbsp;www.1851growthclub.com</a> and see what we can do for you.

image of two men and a truck marketing agency pr mainland

Over more than 10 years, Mainland has helped elevate TWO MEN AND A TRUCK’s marketing from tactical PR to a strategic growth engine, yielding a record 176 placements in 2025.

How TWO MEN AND A TRUCK® Leveraged Mainland to Power a Record-Breaking Year

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


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