At Strategic Franchising Systems (SFS), resale opportunities are becoming an increasingly important part of the growth conversation. As more franchisees build strong businesses and eventually look toward retirement or new ventures, qualified buyers can step into an established operation with momentum.
“Resale opportunities can be a fantastic entry point into franchising,” said Peter Eberly, vice president of marketing for Strategic Franchising Systems. “You’re not starting from zero. You’re stepping into a business that already has infrastructure, customers and cash flow — but it’s important to understand both the advantages and the responsibilities that come with that.”
Here’s what prospective owners should consider when deciding between buying an existing franchise and starting fresh.
For many entrepreneurs, purchasing an existing franchise offers a head start. Erin Swoboda, who purchased an established Caring Transitions territory in July 2024, for example, found that the transition allowed her to build on an existing foundation rather than creating one from scratch.
“The benefits of buying an existing location were that we already had some understanding of what a client consultation would look like,” Swoboda said. “We were taking on something that was already running and in existence. We already had a team in place that knew how the operation worked.”
That existing team, along with an established client base, made the learning curve less intimidating. “Having an existing team made it less intimidating because they already knew how everything worked,” she said. “We came in with a running start. Having a trained team and an established client base gave us the confidence to build from there.”
According to Eberly, this type of momentum can significantly accelerate early performance.
“When you buy an existing unit, you’re often acquiring revenue history, local brand awareness and operational systems that are already in motion,” he said. “That can shorten the ramp-up period and reduce some of the uncertainty new businesses typically face.”
However, buying an existing business doesn’t mean you skip due diligence. “One challenge of taking over an existing franchise is that you can assume the previous owner was following the rules,” Swoboda said. “It’s important to recognize and realize the differences.”
Her advice is direct: “Read the playbook that’s provided. If you aren’t paying attention to what the training brings in and what the previous owner did, you could develop bad habits. Make sure that you’re paying attention to what the expectations are for the franchise — that’s key.”
Starting a brand-new franchise comes with its own advantages. “Some entrepreneurs want the opportunity to build something from day one,” Eberly said. “They like designing their team, shaping their local culture and establishing their own operating rhythm without inheriting someone else’s processes.”
For certain personalities, that blank-slate opportunity is energizing. “Starting fresh gives you complete control over how your business is structured from the beginning,” Eberly said. “You’re not adjusting or refining — you’re building.”
However, new units often require more patience during the ramp-up period. Marketing awareness must be created, teams must be recruited and trained, and client acquisition takes time.
“There’s no right or wrong choice,” Eberly said. “It really comes down to your goals, your experience level and your appetite for building versus optimizing.”
Both models can lead to long-term success within the Strategic Franchising Systems portfolio, which includes necessity-based brands like Caring Transitions, TruBlue Home Service Ally, Fresh Coat Painters, Pet Wants and The Growth Coach.
For buyers seeking momentum and reduced startup uncertainty, a resale opportunity may offer a strategic advantage. For entrepreneurs eager to create their business identity from day one, starting fresh may be the better fit.
“What matters most is that you align your decision with your personal goals and your long-term vision,” Eberly said. “Whether you’re building from scratch or stepping into an existing operation, you’re still leveraging a proven franchise system with training, marketing and operational support behind you.”
To learn more about franchise opportunities and available resale territories within Strategic Franchising Systems, visit 1851franchise.com/strategicfranchising.
Strategic Franchising
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For aspiring franchise owners, one of the first major decisions isn’t just which brand to invest in — it’s whether to purchase an existing territory or launch a brand-new unit from the ground up.
At Strategic Franchising Systems (SFS), resale opportunities are becoming an increasingly important part of the growth conversation. As more franchisees build strong businesses and eventually look toward retirement or new ventures, qualified buyers can step into an established operation with momentum.
“Resale opportunities can be a fantastic entry point into franchising,” said Peter Eberly, vice president of marketing for Strategic Franchising Systems. “You’re not starting from zero. You’re stepping into a business that already has infrastructure, customers and cash flow — but it’s important to understand both the advantages and the responsibilities that come with that.”
Here’s what prospective owners should consider when deciding between buying an existing franchise and starting fresh.
For many entrepreneurs, purchasing an existing franchise offers a head start. Erin Swoboda, who purchased an established Caring Transitions territory in July 2024, for example, found that the transition allowed her to build on an existing foundation rather than creating one from scratch.
“The benefits of buying an existing location were that we already had some understanding of what a client consultation would look like,” Swoboda said. “We were taking on something that was already running and in existence. We already had a team in place that knew how the operation worked.”
That existing team, along with an established client base, made the learning curve less intimidating. “Having an existing team made it less intimidating because they already knew how everything worked,” she said. “We came in with a running start. Having a trained team and an established client base gave us the confidence to build from there.”
According to Eberly, this type of momentum can significantly accelerate early performance.
“When you buy an existing unit, you’re often acquiring revenue history, local brand awareness and operational systems that are already in motion,” he said. “That can shorten the ramp-up period and reduce some of the uncertainty new businesses typically face.”
However, buying an existing business doesn’t mean you skip due diligence. “One challenge of taking over an existing franchise is that you can assume the previous owner was following the rules,” Swoboda said. “It’s important to recognize and realize the differences.”
Her advice is direct: “Read the playbook that’s provided. If you aren’t paying attention to what the training brings in and what the previous owner did, you could develop bad habits. Make sure that you’re paying attention to what the expectations are for the franchise — that’s key.”
Starting a brand-new franchise comes with its own advantages. “Some entrepreneurs want the opportunity to build something from day one,” Eberly said. “They like designing their team, shaping their local culture and establishing their own operating rhythm without inheriting someone else’s processes.”
For certain personalities, that blank-slate opportunity is energizing. “Starting fresh gives you complete control over how your business is structured from the beginning,” Eberly said. “You’re not adjusting or refining — you’re building.”
However, new units often require more patience during the ramp-up period. Marketing awareness must be created, teams must be recruited and trained, and client acquisition takes time.
“There’s no right or wrong choice,” Eberly said. “It really comes down to your goals, your experience level and your appetite for building versus optimizing.”
Both models can lead to long-term success within the Strategic Franchising Systems portfolio, which includes necessity-based brands like Caring Transitions, TruBlue Home Service Ally, Fresh Coat Painters, Pet Wants and The Growth Coach.
For buyers seeking momentum and reduced startup uncertainty, a resale opportunity may offer a strategic advantage. For entrepreneurs eager to create their business identity from day one, starting fresh may be the better fit.
“What matters most is that you align your decision with your personal goals and your long-term vision,” Eberly said. “Whether you’re building from scratch or stepping into an existing operation, you’re still leveraging a proven franchise system with training, marketing and operational support behind you.”
To learn more about franchise opportunities and available resale territories within Strategic Franchising Systems, visit 1851franchise.com/strategicfranchising.
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