FRANCHISE INFORMATION

ServiceMaster Restore

Own a ServiceMaster Restore

ServiceMaster Restore: One-Stop Managed Repair & Disaster Recovery

Executive Q&A

Costs, Fees & Profit Data

Learn

Visit Website

SERVICEMASTER RESTORE

Facebook

Instagram

LinkedIn

YouTube

SOCIAL MEDIA

ServiceMaster & Monarch Weather Deliver Hyperlocal Forecasts

How ServiceMaster Restore’s SRM Team Becomes the First Call for Commercial Disasters Nationwide

ServiceMaster Restore Closes Out 2025 With Franchise Expansion; Sets Sights on Adding 52 New Locations in 2026

SERVICEMASTER RESTORE MOST READ STORIES

1851 LOGIN

GROWTH CLUB LOGIN

ABOUT SERVICEMASTER RESTORE

CONTACT SERVICEMASTER RESTORE

facebook

instagram

twitter

linkedin

youtube

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://sparklesquadfranchise.com/">Sparkle Squad</a>, the window cleaning and exterior cleaning franchise backed by&nbsp;<a href="http://happinest.com">Happinest Brands</a>, has grown from two to 56 franchisees in its first two years of franchising. While its early growth has been a clear upward trajectory, it has also been intentional and strategic.&nbsp;Led by founder and CEO&nbsp;<a href="https://ca.linkedin.com/in/chrisstoness">Chris Stoness</a>, who has been in the industry for over a decade, the&nbsp;<a href="https://1851franchise.com/sparkle-squad/info">Sparkle Squad</a> system emphasizes the real needs and success of local owners. By focusing on the revenue flowing through franchisees’ bank accounts rather than selling a certain number of territories, Stoness is driving healthy growth and creating a long-term path for success across the system.“This is a royalty business, not a unit-number vanity business,” he said in a&nbsp;<a href="https://www.youtube.com/live/SzkmBfjaqEk?si=zOz9vjUMbHB8Wtt5">recent episode of the “Meet the Franchise” podcast</a>. “We have been really dialed on a slower growth demand curve when it comes to units. We are also disciplined with territory; we sell one or two territories at most to a franchisee so they can go deep and build the actual infrastructure rather than going super wide. On support, the biggest learning over the last two years is the importance of meeting people where they are, not where you want them to be. It’s like walking side by side rather than pulling somebody against their will.”Beyond the measured approach to awarding territories and ensuring ample franchisee support during the early stages, Stoness ensures local owners are heard and involved in decisions that will impact the business on an ongoing basis.&nbsp;“I can’t win unless it’s symbiotic,” he said. “I am firmly in the empathetic franchisor camp. Franchisees are on the front lines; to not listen to them would be a terrible idea.”As he looks to the future, Stoness has his sights set on growing the franchise system by growing franchisees. With a vision to become a $100M royalty system, he remains deeply committed to ensuring each franchisee has the structure, support and partnership necessary to win.Stoness joined 1851 Franchise Publisher&nbsp;<a href="http://linkedin.com/in/powills">Nick Powills</a> to discuss the current state of the business, how Sparkle Squad supports franchisees, and his long-term vision for the brand. A transcript of Stoness’s interview with Powills has been provided below. It has been edited for brevity, clarity and style.Nick Powills: Chris, if someone wants to see your backstory, they can Google you because we've already talked about that. Let's skip ahead and give me a state of the business. What’s the latest?Chris Stoness: State of the business: Sparkle Squad and Elite Window Cleaning are absolutely going into our Super Bowl Sunday, which is the spring season. Every year, we get fired up; everything starts clicking together in March and April. By this time of year, we are all systems go. It’s a blast. Last time we talked, we were just launching and pulling things together. We had two franchisees; today that number is 56. Our first franchisee turned two on Friday. It’s been a wild ride.Powills: Lots to unpack there. I’m going to start with that end statement: two to above 50. What has that been like? So many businesses are in the business of selling franchises, then they realize they are really in the royalty business.&nbsp;Royalty only comes if franchisees win, and typically, they only win if you build support structures around them. At the same time, you have franchisees going through a high-stress point with consumer demand — the "Super Bowl." They are getting a rude awakening. How has it been navigating that?Stoness: You totally nailed the point: this is a royalty business, not a unit-number vanity business. We have been really dialed on a slower growth demand curve when it comes to units. We are also disciplined with territory; we sell one or two territories at most to a franchisee so they can go deep and build the actual infrastructure rather than going super wide. On support, the biggest learning over the last two years is the importance of meeting people where they are, not where you want them to be. It’s like walking side by side rather than pulling somebody against their will. We built a coaching structure called "Strategic Growth Coaching" designed around understanding the state of play today and where you want to be in 30, 60 or 90 days. That has allowed us to grow at a rapid rate while everyone keeps their sanity.Powills: I love the support mechanism. Thinking as a franchisee, it’s great to have a coach, but most of their revenue is not predictable — it’s "I have a job, I need to hire you." They are going through interesting mental states moving from a predictable paycheck to a hustle where they have to get out of bed and encourage staff. If the coaching is listening to those challenges, they are providing scaffolding, because the mental drain of being a franchisee alone is tough.Stoness:&nbsp;Nobody asks you to get out of bed when you’re an entrepreneur. I’m of the mindset that entrepreneurs have to happen to the world; the world can’t happen to us. Where that intersects with coaching is that we have run a brand in this industry since 2012, long before we started franchising. We’ve been eating our own cooking for a long time before serving it to others. I know that stress of early March when you're antsy to get the calendar full, followed by 30 days later when you’re freaking out because you can’t keep up with inflow. I’ve lived it, and I still do. Without the context of having been in this industry for as long as we have, I would see it as a helpless scenario rather than something natural. You have to trust the process, do the quotes, and hear “no” over and over. In the moment, you think you’re doing it wrong until the cycle happens and the work comes home to roost.Powills: I think the two gaps for a franchisee are: one, are they willing to capitalize the marketing? They often rely on an Item 7 or guidance to put 1% or 2% toward marketing, but it’s an equation. Once you figure out the cost of customer acquisition, are you willing to spend what it takes? Two, nobody is going to force them out of bed. They have to look in the mirror and realize it’s 24/7. Over time, if you do the right things, the acquisition cost goes down as referrals go up. If the industry could build the perfect franchise, this would be offset by making franchisees work in the business for two years first, like McDonald’s used to. Here, you're doing it through coaching, but they are still building the plane while flying it.Stoness: Exactly. And they are not only building it, but learning the language the instructions were written in. It is full contact. If anybody says franchising is not full contact, it just is — it’s still entrepreneurship. You either win or learn. You still have to go through those reps, even if the system truncates them with experience. To the marketing point, it is absolutely an equation: what are my revenue goals, what percentage is organic versus paid, and what is the CPL and conversion rate? You run the math and see if it equals your goal. That’s where the coaching ties in — calibrating against the targets. If you're down on organic, what are the strategies? Are you going to ribbon cuttings? It doesn’t make it any less of a full contact sport.Powills: We tend to say franchising is "entrepreneurial, not for entrepreneurs," which is true to a degree. But the franchisees who blame the franchisor were never entrepreneurial in the first place. An entrepreneur looks in the mirror and asks what they can do differently.Stoness: I think it’s a bit of a fallacy that franchisees aren’t for entrepreneurs. Those who don’t act as entrepreneurs struggle more. People say sales-oriented or operationally-oriented people are more successful, but I can’t define it by background. I’ve boiled it down to two things: stamina to do the hard things consistently and leadership qualities. You’re only as good as your team in the service industry. If you have the stamina to make it through the race and the leadership to build as you go, that covers the needs of the business.Powills: I agree. One challenge in franchise sales is evaluating those two qualities. Leadership is showing up and doing what you say you’ll do. If a candidate ignores calls, those aren’t leadership qualities. Stamina is showing up and selling the franchisor on why they should award you the business. It’s hard to evaluate because sales is often about speed to deal.Stoness: We have a unique process led by Jen Olson; she’s not a "race you through the process" person. Later in the process, I get on for an hour or more. I just want to listen. I want them to tell me their story. I don't do any prep other than knowing their name and territory because I want to experience them for the first time, not off someone else's notes. If you listen to someone’s trajectory in life, you can find the stamina and the entrepreneurship in their DNA. Listening is an underrated art form in development.Powills: That listening carries over to how you treat franchisees. Many franchisors like to "rule" the franchisee, but some of the greatest brand moments — like the Big Mac or the $5 Footlong — came from listening to franchisees. These people invested their life savings; they had to do something significant to have that cash. If you listen to the collective, it impacts the business.Stoness: It’s so important. Earlier today we had an all-hands call and a franchisee brought up a great idea about using the customer list in the winter. We took action on it immediately. I can’t win unless it’s symbiotic. It takes a long time to break even as a franchisor on a single unit unless they are successful. I am firmly in the empathetic franchisor camp. Franchisees are on the front lines; to not listen to them would be a terrible idea.Powills: Some franchisors treat franchisees like employees or widgets, and that’s where it goes upside down. Many brands stall between 50 and 100 units because they couldn't master the people side. The industry events talk about selling franchises, but not the facilitation of building a great company through empathy and scaffolding. If you have a successful franchisee, that’s where the money comes from. It’s not rocket science.Stoness: It’s about two things: relationships and unit economics. If you have those, you can weather any storm. If franchisees trust you and the economics are viable, that’s how the magic happens. Nobody brings a dollar to the table except for the end user — the customers of the franchisees.Powills: I’m impressed that you’ve kept window cleaning, gutter cleaning, power washing, and holiday lights under one brand. Most multi-brand franchisors would have created four brands and charged the franchisee a fee for each. You’re saying, "We already have the relationship with the customer, let's solve these four problems." It allows for revenue throughout the whole year. What was the purpose in keeping it this way?Stoness: Holiday Lights is kind of our "Big Mac" — the most recent addition driven by franchisee demand. Our purpose is for people to grow meaningful, seven-figure businesses, not hobbies. Each of those service lines can be a seven-figure operation. We wanted the franchisee to scale off the lifetime value of the client. We didn't want to be a bunch of service businesses in a trench coat. These are the four things we can use technology to be the best in the world at. It creates a cyclical need: windows in spring, pressure in summer, gutters in fall, holiday lights in winter. Rinse and repeat.Powills: What is the Item 7 grand opening spend?Stoness: Total grand opening marketing spend is $20,000. We lowered that from $45,000 and started marketing contributions in week one, in month one. We pulled back to reduce "whiplash." It’s the same net amount, but it feels better for the franchisee to be consistent. In the first year, they do $20,000 for the grand opening and then a weekly ongoing contribution that goes right back into their territory.Powills: I’ll give you a counter-viewpoint. I like the bigger number, but I’d define "grand opening" as the whole first year, with each service line having its own "opening" based on seasonality. That way you’re budgeting $10k per service line to celebrate with the community. These are only seven-figure businesses if you put in seven-figure energy.Stoness: It actually works out to be the same number; it’s just dripping in throughout the year. For the grand opening, we encourage franchisees to pick their favorite charities, show up, and execute. Doing good for good's sake almost always drives business back.Powills: You’re building the right story. Going from two to 50 is great, and you have the right mentality. You’re putting scaffolding around the franchisee to protect your reputation and help them get where they want to go.Stoness:&nbsp;All that matters at the end of the day is unit-level success. The rest of the story writes itself.Powills: If franchisees are winning, it’s easy. I once had a franchisor say he wanted 20 deals on the same budget he used for 10. I told him it would take a franchisee 12 years to pay off the investment at that rate, and it wouldn't happen. He ended up doing 11 deals. Franchisors sometimes play not to lose rather than playing to win. A long-term game plan has a tremendous ROI.Stoness: My "Big Hairy Audacious Goal" is to be a hundred-million-dollar system. People ask how many franchisees that will take, and I say as few as possible. I want those dollars flowing through our franchisees' bank accounts. That’s how we win.Powills: The math works: four business lines, seven-figure businesses. Chris, thanks for doing this and congratulations on the success. We’ll check back in two years.Stoness: I appreciate you, Nick. Thanks, brother.Watch the full interview&nbsp;<a href="https://www.youtube.com/live/SzkmBfjaqEk?si=zOz9vjUMbHB8Wtt5">here</a>.To find out more information on costs to buy this franchise, please visit&nbsp;<a href="https://1851franchise.com/sparkle-squad">https://1851franchise.com/sparkle-squad</a>.&nbsp;&nbsp;

The window cleaning and exterior cleaning franchise is focused intently on franchisee success as founder and CEO Chris Stoness works toward building a $100M royalty system.

Sparkle Squad Grows From 2 to 56 Franchisees in 2 Years, Prioritizing Franchisee Health and Stability

franchise-growth-chris-stoness

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


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

newks-eatery-franchise-costs-fees-profit

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

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

visiting-angels-franchise-costs-fees-profit

Sylvan Learning Franchise Costs, Fees, Profit and Data for 2026

Franchise Opportunity Deep Dive: Sylvan Learning is a tutoring and education franchise that has been helping students succeed for more than 45 years.

sylvan-learning-franchise-costs-fees-profit-and-data

Understanding&nbsp;<a href="https://1851franchise.com/how-much-money-do-i-need-to-buy-a-franchise-a-guide-2730910">the total investment</a> required for a franchise is one of the first questions prospective franchise owners ask. While the answer can vary widely depending on brand, industry and market, knowing what goes into it can help entrepreneurs evaluate opportunities realistically (and avoid costly surprises).So, what&nbsp;is the total investment required for a franchise? The total investment reflects everything needed to open and operate the business and adequately navigate its early stages, from buildout to working capital.<h2>Why The Total Investment Matters</h2>Transparency is important. Investment details should be front and center early in the discovery process. It should also be a significant element of the franchise development website for any business opportunity.“The most visited page is the initial investment/start-up cost,” said&nbsp;<a href="https://thejointfranchise.com/">The Joint Chiropractic</a> Senior Vice President, Development&nbsp;<a href="https://www.linkedin.com/in/cmsherwood/">Craig Sherwood</a>. “This is not a surprise. This question is almost always the first a candidate will ask during the initial phone call. It’s critical for a brand to be transparent with not just the initial investment information but the royalties and fees associated with becoming a franchisee.”Developing an accurate understanding of the full financial picture required allows potential zees to assess affordability, tolerance for risk and long-term expectations (before moving ahead or signing a franchise agreement).<h2>What Goes Into The Total Investment?</h2>While every franchise system is different, the total investment required typically includes several core components. “The investment range includes three months of operating costs, the franchise fee and related expenses,” said&nbsp;<a href="https://www.simplycabinetryfranchising.com/">Simply Cabinetry</a> owner and CEO&nbsp;<a href="https://www.linkedin.com/in/dianasimmons-simplycabinetry/">Diana Simmons</a>. So, what is the total investment required for a franchise?&nbsp;Here are five components:<ul><li>Franchise Fee – The upfront fee paid to join the franchisor system and access the brand, training and support available. &nbsp;</li><li>Buildout and Equipment – Costs tied to general construction, leasehold improvements, signage, fixtures and equipment. &nbsp;</li><li>Inventory and Opening Supplies – The initial product, materials or inventory required to open. &nbsp;</li><li>Working Capital – The funds needed to cover payroll, marketing and operating expenses during the first few months of operation. &nbsp;</li><li>Ongoing Fees – Royalties, marketing contributions, technology expenditures and other recurring fees outlined in the franchise disclosure document (FDD).</li></ul><h2>Making An Informed Investment Decision</h2>So, what is the total investment required for a franchise?&nbsp;<a href="https://1851franchise.com/how-much-capital-is-needed-to-buy-a-franchise-2716989">The amount required</a> to launch a franchise opportunity can range from tens of thousands to several hundred thousand dollars, or more, depending on the industry, concept and recognition of the brand. That’s why a thorough review of FDD Item 7 (estimated initial investment) and consultation of experienced franchise counsel is crucial.A clear understanding of the total investment required to start a franchise can help candidates navigate the process more effectively. By asking questions early and thoroughly evaluating costs, franchisees can determine whether a brand aligns with their financial goals, laying the foundation for 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.

What is the total investment required for a franchise?

What is the total investment required for a franchise? In this guide with expert tips, learn the costs of starting a franchise, including the fees, buildout, capital and ongoing expenses required.

What is the Total Investment Required for a Franchise? A Guide For Prospective Franchisees

what-is-the-total-investment-required-for-a-franchise-a-guide

Please read the following terms and conditions carefully. By using the pages on this site, you agree to these terms and conditions. If you do not agree, you should not use this site.

TERMS AND CONDITIONS

Material from this website may not be copied or distributed, republished, uploaded, posted, or transmitted in any way, without the prior written consent of 1851 Franchise LLC, EXCEPT: you may download one copy of the material on one computer for your personal, non-commercial home use only, provided you do not delete or change any copyright, trademark, or other proprietary notices.
 
 Modification or use of the materials for any other purpose violates our intellectual property rights. The material on this site is provided for lawful purposes only.

RESTRICTIONS ON USE

This website is designed to provide information on franchise and business opportunities to the general public. The representations, views, and opinions expressed or implied in any document or image included in, or linked to, or from this site, do not necessarily state or reflect those of 1851 Franchise LLC or its affiliates. For any franchise, business, or investment opportunity listed on our network of sites, the prospective business buyer is responsible for thoroughly investigating any listing or company, obtaining all appropriate disclosure documents, and seeking expert consultation prior to making any investment decisions.
 
 1851 Franchise LLC or its affiliates do not provide professional advice or endorsements based on information included at its sites. 1851 Franchise LLC or its affiliates, assumes no responsibility or liability for any actions or representations of any listed company or subject matter contained at its sites, nor can we guarantee or assume liability for the accuracy, completeness, or usefulness of any information contained in this server or linked to from this server. In no event shall 1851 Franchise LLC or its affiliates be liable for any direct, indirect, special, or consequential damages or injury in connection with the use of 
 any content included at its sites.
 
 The listings and other content set forth on this website and on any linked sites are based upon information furnished by the respective advertisers. 1851 Franchise LLC or its affiliates has not reviewed this information or attempted to verify its accuracy, and expressly disclaims any obligation to do so.
 
 1851 Franchise LLC will not be liable for any damages or injury caused by, including but not limited to, any failure of performance, error, omission, interruption, defect, delay in operation of transmission, computer virus, or line failure. 1851 Franchise LLC will not be liable for any damages or injury, including but not limited to, special or consequential damages that result from the use of, or the inability to use, the materials on this site.
 
 The material on this site could include technical inaccuracies or typographical errors. 1851 Franchise LLC may make changes or improvements at any time. THE MATERIALS IN THIS SITE ARE PROVIDED "AS IS" AND WITHOUT WARRANTIES OF ANY KIND EITHER EXPRESSED OR IMPLIED, TO THE FULLEST EXTENT PERMISSIBLE PURSUANT TO APPLICABLE LAW. 1851 Franchise LLC DISCLAIMS ALL WARRANTIES OR MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. 1851 Franchise LLC DOES NOT WARRANT THAT THE FUNCTIONS CONTAINED IN THE MATERIAL WILL BE UNINTERRUPTED OR ERROR-FREE, THAT DEFECTS WILL BE CORRECTED, OR THAT THIS SITE OR THE SERVER THAT MAKES IT AVAILABLE IS FREE OF VIRUSES OR OTHER HARMFUL COMPONENTS. 1851 Franchise LLC DOES NOT WARRANT OR MAKE ANY REPRESENTATIONS REGARDING THE USE OF OR THE RESULT OF THE USE OF THE MATERIAL ON THIS SITE IN TERMS OF THEIR CORRECTNESS, ACCURACY, RELIABILITY, OR OTHERWISE. YOU (AND NOT 1851 Franchise LLC) ASSUME THE ENTIRE COST OF ALL NECESSARY SERVICING, REPAIR, OR CORRECTION. THE ABOVE EXCLUSION MAY NOT APPLY TO YOU, TO THE EXTENT THAT APPLICABLE LAW MAY NOT ALLOW THE EXCLUSION OF IMPLIED WARRANTIES.
 
 This website contains downloadable materials as well as links to external sites. 1851 Franchise LLC is not responsible for and has no control over the content of such downloadable materials or external sites. You understand that 1851 Franchise LLC cannot and does not guarantee or warrant that files or software of any kind, or from any source, available for downloading through this website, will be free of infection or viruses, worms, Trojan Horses, or other code or defects that manifest contaminating or destructive properties.

DISCLAIMER OF ENDORSEMENT AND LIABILITY

All information communicated to 1851 Franchise LLC through this site (together, the "Submission") will forever be the property of 1851 Franchise LLC. 1851 Franchise LLC will not be required to treat any Submission as confidential.

SUBMISSIONS

These Terms and Conditions will be governed and interpreted pursuant to the laws of the State of Illinois, United States of America, notwithstanding any principles of conflicts of law. If any part of these Terms and Conditions is unlawful, void, or unenforceable, that part will be deemed severable and will not affect the validity and enforceability of any remaining provisions. This is the entire agreement between the parties relating to the use of this site.
 
 1851 Franchise LLC can revise these Terms and Conditions at any time by updating this posting. This site may be linked to other sites that are not maintained by 1851 Franchise LLC. 1851 Franchise LLC is not responsible for the content of those sites. The inclusion of any link to such sites does not imply endorsement by 1851 Franchise LLC of the sites.
 
 This information is not intended as an offer to sell, or a solicitation of an offer to buy a franchise. It is for information purposes only. Currently, the following states regulate the offer and sale of franchises: California, Hawaii, Illinois, Indiana, Maryland, Michigan, Minnesota, New York, North Dakota, Oregon, Rhode Island, South Dakota, Virginia, Washington, and Wisconsin. If you are a resident of or want to locate a franchise in one of these states, we will not offer you a franchise unless and until we have complied with applicable pre-sale registration and disclosure requirements in your state.

MISCELLANEOUS

Copyrights in Content are owned by 1851 Franchise LLC. In the event that you find content posted on the site to be an infringement of copyright ownership, please send your claim to 1851 Franchise LLC, Attn: Legal Department, 211 W Wacker Dr, Ste 100, Chicago, IL 60606.

OWNERSHIP

This Privacy Policy describes the types of personal information we collect from visitors to our sites and how we use this information.
 1851 Franchise LLC believes in keeping your personal information confidential. The forms that you complete are forwarded to 1851 Franchise LLC. 1851 Franchise LLC WILL NOT SELL, RENT OR SHARE your personal information without your consent or acceptance. When you contact our site about businesses, franchises, consulting, financing or other related business and business opportunities we ask for your full name, e-mail address, and other demographic information. By submitting this information, you are providing us with your approval/acceptance to send this information to our business partners, advertisers and/or sponsors so they can contact you. We also may use this information to include you in future announcements and newsletters from 1851.com and our affiliates. If you do not elect to receive such materials, we will not send them to you.
 You are in control of any personal information you provide to us through 1851franchise.com. If at any time, you would like to correct the personal information we have about you or if you would like to change your preferences for contacts from us or on behalf of our business partners, you can let us know by contacting us at the address listed below.

PRIVACY POLICY

This website has been engineered to use cookies. It may negatively affect the performance of this site if you have disabled cookies in your browser. This website uses session cookies which are stored in memory and will last on your computer only while you are visiting this website. The cookies will be automatically deleted from your computer 30 days after the last use.

COOKIES

We may offer links to sites that are not operated by 1851 Franchise LLC. If you visit one of these linked sites, you should review their privacy and other policies. We are not responsible for the policies and practices of other companies, and any information you submit to those companies is subject to their privacy policies.

LINKS TO OTHER SITES.

This Privacy Policy is effective as of April 15, 2015. From time to time, it may be necessary for 1851 Franchise LLC to change this Privacy Policy. If we change our policy, we will post the revised version here, so we suggest that you check here periodically for the most up-to-date version of our Privacy Policy. Rest assured, however, that any changes will not be retroactively applied and will not alter how we handle previously collected information.

CHANGES TO OUR PRIVACY POLICY

Our distribution of content may also include content that is paid for or supplied by others to be distributed on 1851franchise.com. We have identified the different types of content as follows:
 <ul class='term-detail padding-none terms-of-use-ul'>
 <li class='terms-of-use-li'>Original Content - Original articles written by 1851 Franchise staff members based on primary research and interviews. All sources, primary and secondary, are credited accordingly.</li>
 <li class='terms-of-use-li'>Aggregated Content - Articles and news about the franchise industry that was originally published by another reputable news outlet. 1851 Franchise staff summarizes the article and links back to the original published story.</li>
 <li class='terms-of-use-li'>Sponsored Content – Articles or content that is paid for by a brand and/or has engaged 1851 to write and publish the content on their behalf. Sponsored content will be identified with a “Sponsored” icon above the story.</li>
 <li class='terms-of-use-li'>Brand Written Content – Articles that are self-published by the brand (employees or agents of the company). The brand will be identified as the author and a “Sponsored” icon will appear above the story.</li>
 </ul>
 
 1851 Franchise LLC is not responsible for the statements and opinions expressed in Sponsored content or Brand Written Content. Responsibility for the accuracy and completeness of such content lies solely with those brands and is not guaranteed by 1851 Franchise LLC. Given the volume of information posted by brands, 1851 Franchise LLC cannot and does not monitor all of the information posted and assumes no duty to monitor for inappropriate or inaccurate content. Neither 1851 Franchise LLC nor its affiliates or employees shall be liable to any user or anyone else for claims of defamation, libel, slander, infringement, invasion of privacy and publicity rights, obscenity, pornography, fraud, or misrepresentation arising from such content. No content is intended to sell a franchise, simply educate the audience about an opportunity.

CONTENT / SPONSORED CONTENT

1851 Franchise LLC, Attn: Legal Department, 211 W Wacker Dr, Ste 100, Chicago, IL 60606.