1851

<a href="https://www.linkedin.com/in/markmele/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=top-franchise-development-executives-of-2024-mark-mele-edible-brands-2727327" target="_blank" rel="nofollow">Mark Mele</a>, chief development officer at&nbsp;<a href="https://1851franchise.com/edible">Edible® Brands</a>, has nearly 40 years of experience in franchising. Starting his career in 1985 with Century 21 Real Estate Corporation as a franchise sales manager, he has since worked for eight different franchise brands. His passion lies in growing franchise brands by focusing on process and building a solid foundation so that scaling can be achieved. Additionally he is known for his ability to create and implement positive change in the areas of franchise operations and franchise support.1851 Franchise spoke with Mark Mele to learn more about his story, as well as to learn about some common mistakes he sees franchisors making in today’s industry.1851 Franchise: Tell us about your brand.Mark Mele:&nbsp;The Edible brand goes back 25 years; we just celebrated our 25th anniversary. Developed as a startup brand in 1999, it's really become a legacy brand in the world of franchising — a brand that has endured the test of time. What started as floral designs made of fruit has grown into a $500 million business with hundreds of brick-and-mortar locations worldwide. Edible is one of the world’s most beloved and leading omni-channel gift and treat destinations. So, it’s certainly not an emerging brand anymore, it’s a mature brand that is pivoting in order to cater to evolving consumer preferences and strengthen the brand’s position in the market.&nbsp;&nbsp;&nbsp;Right now, we're taking Edible to a new level with our Next Generation stores. We’re changing the store design and operations a bit, giving them more of a café-type setting. That’s a brand new launch for us that is underway. Lots of exciting developments!1851: How did you get into franchising?Mele:&nbsp;I started franchising in 1985, many years ago, working for Century 21 Real Estate Corporation. It was my first franchise position, and I was hired as a franchise sales manager, which meant I was responsible — along with other team members — for opening brand-new Century 21 Real Estate offices in the Midwest territory. That was almost 40 years ago!&nbsp;I’ve always stayed on the sales and development side of franchising because I get energized when I see entrepreneurs passionate about growing a business and wanting to be part of a franchise system. They realize that while they could do it on their own, franchising offers significant benefits. It’s always been exciting for me to see how much more successful they can be with the support of a franchise system.Over the years, I’ve worked for several different franchise companies — eight brands in total. Now I’m at Edible, again, focusing on development and company growth. That includes everything related to the franchise prospect journey from a sales perspective: buying a new franchise, finding real estate and completing the construction process if it’s a brick-and-mortar location, which is the case for Edible and most other brands I’ve worked for.1851: Are there any keys to consistent franchise growth?Mele:&nbsp;First, the franchisor must focus on unit-level economics. The brand at the store or unit level must make money and be profitable. The operations or support team needs to ensure that franchisees have what they need to be successful and that they’re using all the tools available to them. A franchise business is successful because the franchisor created a model for the consumer, and franchising allows an independent person to step in and use that system. But it’s crucial to maintain high quality and consistency across all locations.Each unit must be engaged and follow the system. We often say, "If you're not following the franchisor's system, what system are you following?" If franchisees want to be on their own, franchising may not be a good fit. An important key to franchising is selecting the right people and giving them the tools they need to follow the system and succeed.1851: What are the biggest hurdles to successful franchise growth right now?Mele:&nbsp;You’re referring to the current economic climate, right? There are always ebbs and flows in the business world, whether it’s real estate, franchising or banking. Economic conditions can make it tough, particularly for franchise systems dependent on consumer spending, like restaurants. That’s why you need to pay close attention to the KPIs [key performance indicators] of your business, understand where to market your brand and stay focused on the guest experience and their satisfaction. It’s essential to be connected with your guests/customers at all times, but especially during tough economic periods.Make sure you’re executing on high quality, as that can set you apart from your competitors. You also need to stay focused on key business metrics — cost of goods sold, payroll and other expenses, how you treat your guests and how you treat your employees. Better training and a strong focus on delivering value to both employees and guests are key. In challenging times, a 360-degree approach to the business is crucial, and it’s what keeps brands resilient.1851: What are the most common mistakes you see franchisors making when trying to grow?Mele:&nbsp;A lot of franchisors fail to give their franchisees what they need to succeed. There’s a proven track to run on, but if the franchisor isn’t paying attention to how their system is being executed in the field, they risk damaging the brand. This is especially true if franchisees aren’t maintaining the expected level of quality. Even the biggest brands, like Subway, or McDonalds, need to ensure that basics such as food preparation and store cleanliness are consistent across locations. If a local franchisee fails to maintain these standards, it can reflect poorly on the entire brand.That’s why it’s critical for franchisors to have regional operations teams conducting quality assurance checks to ensure that each location is delivering the right products and services at a high level of quality.1851: What is your number one goal at the moment?Mele:&nbsp;Right now, my top goal within the Edible business is to continue growing the Edible brand and to remodel and refresh it, while rolling out a new prototype. It’s all about franchise development and growth for me. In a way, franchise development is like the engine-building team for the car—we’re focused on improving the product, the franchise offering, and the store experience. We’re working on a new prototype, refreshing and remodeling hundreds of units, which is a massive effort.&nbsp;This is a big project, and it’s incredibly exciting to work on these types of growth initiatives, especially when we are seeing other brands scale back. We're gaining a lot of traction, and I believe we’ll continue to grow and evolve at a good pace. It’s a lot of fun, and we’re enjoying the process!Every great franchisee had help buying a franchise. Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="http://www.1851growthclub.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=top-franchise-development-executives-of-2024-mark-mele-edible-brands-2727327" target="_blank" rel="nofollow">www.1851growthclub.com</a> and start your journey.

Top Franchise Development Executives of 2024: Mark Mele, Edible® Brands

Mark Mele’s 40-Year Franchise Expertise: Leading Edible’s Growth

1851 Franchise

Mark Mele spoke with 1851 Franchise to discuss his experience in franchise development and his plans to continue growing Edible.

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Woofie's

Woofie's Wraps Up 2025 With 25 Franchise Deals Signed, Expanding Into Major Metros Across the U.S.

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Your Pet’s Life Is Busy, Too. Woofie’s Makes Care Easy

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Woofie’s Is Building the Full-Service Pet Care Franchise for Modern Pet Parents and Authority Brands Is Accelerating the Momentum

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urSwim

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Why urSwim’s Swim Lesson Model Is Built to Withstand Economic Downturns

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America's Swimming Pool

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America’s Swimming Pool Company Celebrates Franchise Growth and Excellence at 2026 Owners Conference

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Why Skilled Trades Are Emerging as the Economy’s Most AI-Resilient Careers

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The Penny Shortage Is Creating a New Risk for QSR Franchise Systems - 1851 Franchise

The Penny Shortage Is Creating a New Risk for QSR Franchise Systems

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The linear sales funnel is dying. Prospective buyers are no longer filling out a form at first glance and waiting for the phone to ring. They’re doing the majority of the heavy lifting before they even make themselves known to the franchisor. For franchisors, this means one key thing: you must know exactly where candidates spend their time. No guesswork. And you have to adjust your strategy accordingly.And, in today's buyer world, the biggest buzz term is 2026's ride or die for franchise brands – Ai.&nbsp;If you are trying to sell a franchise today, you must meet candidates where they are (four walls, Ai, website, social advertising).&nbsp;Focusing on a strong digital footprint first and then lead generation will help the brand with validation and will lay the foundation for trust before the first conversation even happens. Still, franchisors must know where to find their candidates and be confident the candidates are being sent to the right place.“We consistently see the strongest lead performance from Google Search (paid and organic), social platforms such as Facebook, Instagram and LinkedIn and our franchise development website,” said&nbsp;<a href="https://www.linkedin.com/in/erinlsnyder">Erin Snyder</a>, head of franchise development at&nbsp;<a href="https://handelsicecream.com/handels-franchise/">Handel’s Homemade Ice Cream</a>. “Because all awareness and advertising efforts ultimately funnel candidates to our development site, maintaining a highly optimized, mobile-first web presence is critical for conversion.”<h2>The "Hidden" Channels: Authentic Research via AiSEO</h2>While Google and major portals are often where a candidate might start a broad search, the deep research happens in the shadows. This is where candidates scroll, mindlessly or otherwise, simply observing rather than clicking “apply” immediately; or, ask Ai chatbots about the best franchises to buy, the blind spots, the why nots, and, of course, the whys.Right now, Ai plays a key role in this research stage. Buyers want the truth.&nbsp;For franchisors, this means your content strategy must pivot. It is no longer enough to post stock photos of happy business owners. You must document the journey, showing the behind-the-scenes reality that proves your concept has staying power.<h2>The Pivot From Print to Digital Interactivity</h2>While print media has been a channel for franchise development in the past, its static nature has made it less effective as the buyer’s journey has shifted to digital. Buyers are generally looking for channels that will allow them to click, read and continue the search immediately.“Traditional print media has largely become a thing of the past for franchise development,” Snyder said. “What has been encouraging, though, is seeing many of these publications successfully pivot to digital formats that offer greater interactivity, stronger analytics and far better linkability than print ever could.”This creates a more dynamic experience for the candidate. In addition to a digital article, franchisors can embed a “day in the life” video, for example, or hyperlink a deeper dive on costs and profits for instant validation.This shift also allows franchisors to track return on investment more effectively. Instead of guessing if an article or ad worked, digital publications allow you to see exactly who clicked through, allowing for retargeting and smarter budget allocation.<h2>The Conversion Hub: Your Mobile-First Website</h2>Once a candidate has discovered you on Google, watched your videos on TikTok and read about you in a digital publication, they finally arrive at the destination: your franchise development website.This is the bottom of the funnel, where you will win or lose a candidate. Because all other channels point here, your website cannot just be a digital brochure. It has to be a conversion engine. And crucially, it must work perfectly on a smartphone.The question can’t just be “Do we have a website?” Questions about the website should surround usability and readability. Is navigation easy on a smartphone? Does the site load quickly? Is it readable? If a prospect has to pinch-and-zoom to read your investment costs and financial performance, they will leave.An optimized, mobile-first presence is critical because it serves as the collection point; all other awareness efforts funnel potential franchisees to the site. The user experience here should validate the trust built on other channels. However, accessibility is only half the battle; the content itself must be unsparingly open. The website is the channel where you must prove your value proposition with hard data.“Across all channels, the messaging needs to be clear, concise and consistent,” Snyder said. “Candidates should be able to easily find transparent investment ranges and financial requirements, a clear value proposition, compelling franchisee success stories, key differentiators from competitors and straightforward next steps for how to inquire.”When you treat your website as a transparency engine rather than a gatekeeper, you change the dynamic of the eventual sales call. A candidate who has already consumed your financial data and success stories arrives at the inquiry stage educated and qualified. This allows the development team to skip the basic fact-finding and move straight to strategy and fit.“When a candidate submits an inquiry, the first conversation should build on what the candidate has already learned,” Snyder said “ensuring they understand the opportunity they are considering, clarifying details, personalizing the discussion to their goals and moving them into a structured education process rather than starting from scratch.”<h2>Allocating the Budget: The "Ideal Candidate" Approach</h2>While a presence across multiple channels — from search and social to digital publications — is key, understanding exactly how much to invest in each option is the next hurdle. There is no single, magical approach to budgeting; a brand selling multi-million-dollar franchises needs to develop a presence in different places than a low-cost, mobile franchise will.To spend effectively, you must deeply understand your ideal franchisee profile. Once you know who is investing, you can begin working on where to find them. For example, a high-net-worth investor might be on LinkedIn and reading digital trade journals, while a first-time investor or someone seeking an owner-operator model might be influenced by local Facebook ads.“Franchisors should start by understanding their ideal franchisee profile and then allocate budget toward the channels where those prospects spend the most time,” Snyder said. “The mix will naturally look different for a high-investment, multi-unit candidate than for a first-time owner-operator. Beyond that, it’s critical to consider overall brand awareness and invest in channels that consistently get both the brand and the franchise opportunity in front of qualified prospects. A balanced approach that supports both awareness and lead capture tends to produce the strongest results.”<h2>Key Takeaways and Next Steps:</h2>Make sure you have a content footprint that answers the top 25 questions asked about your brand in Ai and Google searchs.Review your mobile experience: Open your franchise development site on your phone. If it takes more than three seconds to load or if the "Apply" button is hard to find, fix it immediately.Embrace "lo-fi" video content: You don't need a production crew. Use a smartphone to record "day in the life" videos with your franchisees and post them to social to build authentic trust.Ensure transparency and continuity:&nbsp;Candidates need to be able to find the information they’re looking for, and the experience should be consistent between a social page and a franchise development site. Make sure your value proposition is clear across all channels.Embrace innovation, but don’t count out the classics:&nbsp;Look at the whole picture. Many candidates are exploring opportunities on supplemental platforms like social media or in the results of a Google search, but they’re still looking at the franchise development site, too. Don’t confine yourself to the “old reliable” methods, but don’t leave them behind, either.Budget by persona, not platform: Don't just "do Facebook ads." Define exactly who your buyer is, and spend your money only on the channels where that specific person consumes content.For more information on franchise growth channels, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/how-to-use-social-media-marketing-to-promote-your-franchise-2727185#stories">How To Use Social Media Marketing To Promote Your Franchise</a></li><li><a href="https://1851franchise.com/building-a-franchise-website-that-converts-key-features-and-best-practices-2727363#stories">Building a Franchise Website That Converts: Key Features and Best Practices</a></li><li><a href="https://www.youtube.com/watch?v=vlfduHqGy7I">How to Sell Franchises | The Buyer Persona</a></li></ul>

To succeed in the shifting landscape, franchisors must understand the buyer’s journey, identify the ideal franchisee profile, and build a digital presence that meets candidates where they are.

How To Sell Franchises in 2026 — Top Channels Franchise Buyers Use Before They Inquire

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Walk the floor at any franchise conference and you’ll see the same playbook: glossy booths, bold growth claims and sales teams hoping to catch a multi-unit operator in a good mood. The problem isn’t effort. It’s targeting. Most serious multi-unit operators aren’t wandering the expo hall hoping to be surprised by a new concept. They’re watching from a distance, looking for signals that a brand is already producing repeatable outcomes.If you want to understand how brands create those signals, join me at&nbsp;<a href="https://www.youtube.com/playlist?list=PLYoYh1wSeGsT6GH4f7iR6GWMvRI8Pd2J3">Coffee &amp; Analytics</a> at 11 a.m. CST, Friday, March 20 (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).&nbsp;Because the brands that win with multi-unit operators don’t chase them down — they give them a reason to lean in, and it all comes down to one thing: momentum.Not marketing. Not lead generation. Not a franchise portal listing.Momentum.When you have momentum, what happens next? Here’s how multi-unit franchisees actually think.I’ve sat across from some of the most sophisticated franchise operators in the country. The questions they ask are simple — and brutal:<ul><li>Is leadership credible?</li><li>Is there a vision?&nbsp;</li><li>Is this brand meaningfully different?</li><li>Does the investment produce real wealth?</li><li>Is the growth strategy intentional?</li><li>Are existing franchisees reinvesting?</li></ul>Notice what’s missing from that list. They’re not asking how many leads you generate, how pretty your franchise deck looks or how big your booth is.They’re evaluating whether your brand deserves their capital. Your website, your PR, your content and your industry presence should answer those questions before you ever meet them. Most brands fail here.<h2>The ROI Truth Nobody Says Publicly</h2>Serious franchisees are capital allocators. If they extract all available cash flow, they want to recover their investment in about three years.If it takes longer, they categorize the brand as lifestyle, not scalable.Many franchisors struggle to attract multi-unit buyers because they designed a franchise, but not an investment vehicle. Multi-unit operators don’t buy concepts; they buy compounding opportunities.<h2>You Are Not Selling Franchises</h2>This is the mindset shift that separates breakout brands from stalled ones. You are not selling franchises. You are building a machine that opens profitable units repeatedly.Franchise fees don’t create enterprise value. Open locations do. Healthy unit economics do. Operators expanding inside your system do.Brands that go from 20 units to 200 understand one thing: One great franchisee is worth millions in lifetime system value.The goal is not more deals. The goal is better operators who keep building.<h2>The Broker Conversation Franchisors Avoid</h2>Brokers have a role,&nbsp; but you need to understand the math. Most broker models favor large territories and multipacks because commissions scale.Here’s the unintended consequence: You accidentally drain the franchisee’s growth capital before they ever open location two. Then development slows, validation weakens and future multi-unit buyers walk away.You didn’t fail at sales. You weakened your future pipeline.Smart franchisors protect franchisee capitalization like investors protect cash reserves.<h2>So, Should You Go to the Multi-Unit Conference?</h2>Yes, but not for the reason you think. You are not there to sell. You are there to signal legitimacy.If I ran your booth, I’d do five things:<ol><li>Book relationship meetings before the show starts.&nbsp;Do not rely on walk-up selling.</li><li>Ask operators for advice.&nbsp;Nothing builds credibility faster.</li><li>Lead with your unfair advantage.&nbsp;If someone walks past your booth, could they explain your brand in five seconds?</li><li>Engineer follow-up momentum.&nbsp;Webinars, content and visibility should be planned before you arrive.</li><li>Bring franchisees, not executives.&nbsp;Operators close operators.</li></ol><h2>The Hard Truth Most Brands Need to Hear</h2>If multi-unit franchisees are not engaging your brand today, it is rarely an economics problem first. It is usually a signal problem.You haven’t yet shown the market predictable success, scalable economics, leadership clarity or industry momentum.Multi-unit buyers don’t gamble. They invest where confidence already exists.Winning brands understand a simple reality: You don’t chase multi-unit franchisees. You build a system they start researching before you ever meet them.That happens when three things align:<ul><li>Business Model: a clear path to wealth creation</li><li>Drumbeat:&nbsp;constant industry visibility</li><li>Expectations:&nbsp;transparent outcomes</li></ul>When those align, something interesting happens. You stop pitching, and sophisticated operators start calling you.If you’re reading this and thinking, “We’re not there yet,” good. That’s the moment real franchise growth begins.Join me at Coffee &amp; Analytics at 11 a.m. CST (<a href="https://streamyard.com/watch/9GKZu2ft4ihs">REGISTER HERE</a>).We’re going to talk about how franchise brands move from selling franchises to becoming platform brands multi-unit operators compete to join. Because the next generation of franchise winners won’t be the loudest brands. They’ll be the brands that built momentum before everyone else realized what was happening.

image of coffee and analytics with nick powills explaining multi-unit franchisees

1851 Franchise Publisher Nick Powills explains why your $20,000 conference booth is failing and the "signals" you actually need to attract sophisticated capital.

Stop Chasing Multi-Unit Operators. They Aren’t Looking for You

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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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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.

image of morgan wood, content manager at mainland, pr methods at mainland

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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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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<a href="https://hardeesfranchising.com/">Hardee’s</a>, a 65-year-old burger chain best known for its Thickburgers and breakfast biscuits, is facing a fast-moving round of closures driven by a franchise dispute rather than a bankruptcy filing.&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">Inc. recently reported that</a> 77&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-hardees-franchise-costs-fees-profit-and-data-2721286">Hardee’s</a> restaurants are expected to close within two weeks as one of the brand’s largest franchisees exits the system.&nbsp;According to the report, Hardee’s is suing&nbsp;<a href="https://www.arcburger.com/">ARC Burger</a> — a franchise operator owned by&nbsp;<a href="https://www.highbluffcap.com/">High Bluff Capital Partners</a> — alleging the company fell behind on required payments and other contract obligations. Twenty-eight locations had already gone dark as of late December, with remaining sites scheduled to shutter across eight states: Alabama, Florida, Georgia, Illinois, Missouri, Montana, South Carolina and Wyoming.&nbsp;At the center of the complaint is the franchising “stack” of ongoing fees and pass-through costs that keep a system running. ARC Burger allegedly owes more than $6.5 million, including royalties, advertising fund contributions, technology and training fees, rent and taxes, and that payments stopped in December 2024. Hardee’s also argued in the lawsuit that the franchisee’s cash flow was not being used to bring accounts current.&nbsp;Hardee’s, for its part, is framing the shutdowns as a contractual enforcement issue, not a brand-wide retrenchment. “These closures are a result of ARC Burger’s failure to cure its defaults under its franchise agreements, despite solid sales,” a Hardee’s spokesperson said.&nbsp;The situation highlights a familiar franchising pressure point: unit economics. Inc. reported that Hardee’s operates more than 1,800 U.S. restaurants and that average annual sales per location are less than $1.2 million, well below averages cited for&nbsp;<a href="https://1851franchise.com/franchise-deep-dive-wendys-franchise-costs-fees-profit-and-data-2722520">Wendy’s</a> and&nbsp;<a href="https://1851franchise.com/how-much-does-it-cost-to-buy-a-mcdonalds-franchise-2724654#stories">McDonald’s</a>. Lower volumes can leave franchisees with less room to absorb higher labor, food and occupancy costs while staying current on fees.&nbsp;Hardee’s said it is working to limit fallout for workers and communities and is looking for ways to reopen closed restaurants. For franchising, the next chapter will likely involve finding replacement operators, transferring sites and rebuilding compliance — a reminder that franchise growth depends as much on franchisee solvency and execution as it does on consumer demand.Read the original article&nbsp;<a href="https://www.inc.com/ava-levinson/hardees-shutting-dozens-restaurants/91282586">here</a>.Want to learn more about how 1851 helps franchisees find the right franchise opportunity? Visit&nbsp;<a href="https://www.1851growthclub.com">www.1851growthclub.com</a> and start your journey.

Hardee's Franchise - ARC Burger Lawsuit - 1851 Franchise

The closures stem from alleged unpaid royalties and missed franchise obligations by a major operator, not a broader chainwide collapse for the Hardee’s system.

Hardee’s Lawsuit Targets Franchisee as 77 Restaurants Prepare to Shut Down

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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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Franchise Opportunity Deep Dive: Amada Senior Care is a non-medical home care, assisted living placement, and related senior-support services with multiple revenue streams.

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