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When Paul Kawoczka and Dan Nichols first founded <a href="http://www.enlivenplanters.com/?utm_source=1851franchise.com&utm_medium=article&utm_campaign=why-enliven-planters-founders-arent-afraid-to-get-their-hands-dirty-while-launching-a-new-franchise-concept-11861" target="_blank" rel="nofollow" target="_blank">Enliven Planters</a>, they set out on one simple mission: make high end gardening and design available to the masses.

The friends turned business partners first met while they were studying together at Pennsylvania State University. While Nichols worked as an urban planner and designer after graduation, Kawoczka broke into the high-end segment of residential landscape design as an estate garden designer. But the two realized that there was a widening gap in the industry&mdash;top quality landscaping services were only available to consumers who were willing to pay top dollar. So through creating Enliven Planters, they planned to bring green and growing environments to a more mainstream audience.

To say that they&rsquo;ve been successful would be an understatement&mdash;Enliven Planters is innovating in the garden and landscape space. By acting as a subscription service similar to Blue Apron or Hello Fresh that provides its customers with seasonal planters every quarter, the brand is tapping into a new generation of renters and homeowners who are interested in creating outdoor living spaces. And now that the brand is expanding through franchising, Kawoczka and Nichols have realized that in order to ensure nationwide success down the line, they need to create a positive environment and culture that spreads from the top down.

&ldquo;Before launching Enliven Planters, I was fortunate enough to work for a few great bosses who showed me what it means to run a great company. That&rsquo;s where I learned that the boss&rsquo; tone ultimately sets the tone and dictates the feel for the rest of a brand&rsquo;s employees&mdash;people mold themselves after leaders,&rdquo; said Kawoczka. &ldquo;At the end of the day, a company is only as strong as its team. It&rsquo;s crucial for Dan and I to create a positive environment as the founders and leaders behind Enliven Planters, especially since we&rsquo;re a young company that&rsquo;s still experiencing growing pains.&rdquo;

By building a strong team of employees who share their passion for the Enliven Planters brand, Kawoczka and Nichols have been able to build a strong reputation among consumers. That&rsquo;s a trend that&rsquo;s expected to continue as other entrepreneurs sign on to bring the brand to their own local communities.

&ldquo;Being a subscription service, we pride ourselves on having an incredibly high rate of client retention. But our proudest moments have all involved our team of rock star employees,&rdquo; said Kawoczka. &ldquo;We have one gardener, for example, who started working for us without any experience in the industry. But within two weeks, he was designing planters that were just as good as ours. That moment proved to us that we created a system that could be replicated by other owners, and ultimately continues to inspire us as we expand through franchising.&rdquo;

Even though launching a successful franchise concept isn&rsquo;t an easy task, Kawoczka and Nichols are confident in the system that they&rsquo;ve created. And by continuing to trust their guts while still taking the opinions of their team members&mdash;and franchisees&mdash;into consideration, the business partners are anticipating growth in the year ahead. &nbsp;

According to Kawoczka, that balance between decisiveness and collaboration is what makes all leaders and concepts successful.

&ldquo;I honestly don&rsquo;t claim to be an expert when it comes to leading a brand. I firmly believe that I should be learning every single day from the people who are around me,&rdquo; said Kawoczka. &ldquo;In order to drive a business forward, you need to listen to everyone on your team and be empathetic towards their situations. But at the same time, you have to stay away from the paralysis by consensus. You&rsquo;re never going to make everybody happy, which is why it&rsquo;s ultimately up to a leader to be decisive.&rdquo;

As the leaders behind an emerging concept, it&rsquo;s clear that Kawoczka and Nichols&rsquo; approach to moving a brand forward is working. And while they realize that there&rsquo;s no shortage of ways to run a business, they&rsquo;re planning to keep one foot in Enliven Planters&rsquo; daily operations, even as their roles shift as franchisors.

&ldquo;There are a lot of different ways to start a business and build a concept from the ground up. But no matter what position you hold within a system, you can&rsquo;t be afraid to get your hands dirty. That&rsquo;s something that we take literally here at Enliven Planters,&rdquo; said Kawoczka. &ldquo;When Dan and I first started out, we did everything from answering phones to planting ourselves. That&rsquo;s really helped us learn the ins and outs of our business across all levels, and I think it&rsquo;s helping us evolve. As a leader, you can&rsquo;t be too proud to do the smaller tasks. Instead, embrace your brand and show your employees that you&rsquo;re willing to do whatever it takes to get the job done.&rdquo;

Why Enliven Planters’ Founders Aren’t Afraid to Get Their Hands Dirty While Launching a New Franchise Concept

1851 Franchise

Paul Kawoczka and Dan Nichols are still involved in the day-to-day operations of their business, even as their leadership positions change as franchisors.

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urSwim Reimagines Water Safety With Flexible Home-Based Lessons and Professional Aquatic Management

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Scaling Beyond the Splintered Status Quo: How urSwim Is Consolidating the $9 Billion Swim Education Industry with an Asset-Light Model

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Sola Salons Veteran Franchisee Opens System’s Largest Location With 100+ Suites

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Why Urban Bird's Commitment to Quality is Fueling its Rise in the Craveworthy World of Hot Chicken

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Urban Bird Hot Chicken Is What Happens When Real Franchise Operators Build the Brand They Always Wanted to Buy

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Kevin Hart Is the Latest Celebrity to Enter the Franchising Game

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Driven Brands IMO Sale - Franchise Equity Partners - 1851 Franchise Agg

Driven Brands Sells IMO, Doubles Down on Take 5 and Franchise Portfolio

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Authority Brands Closes Out 2025 With Strong Franchise Growth

Authority Brands Closes Out 2025 With Strong Franchise Growth, Building on a Three-Year Acceleration in New Franchise Owners and Territories  

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Buddy's Home Furnishings Acquisition - Skyline Investors - 1851 Franchise

Buddy’s Home Furnishings Deal Signals More Private Equity Interest in Franchise Retail

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WellBiz Brands Acquired by Transom Capital, Backing the Platform’s Next Stage of Expansion

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

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AI is transforming nearly everything: how we accomplish tasks, how we vent, how we learn, and how we solve problems. But one of the most underestimated shifts is how franchise candidates discover, evaluate, and ultimately choose a franchise opportunity.<h2>The Uncomfortable Truth:</h2>If you — and your brand — are not controlling the narrative, the narrative will control you.In the “olden days” (pre-2015), franchise candidates had limited ways to find opportunities. They went to franchise portals. They attended franchise expos. They read industry media. That exposure introduced brands — and then candidates were largely on their own.My gut says candidates actually moved faster back then. Not because they were more sophisticated — but because they weren’t.<ul><li>Most didn’t know how to read an FDD.</li><li>They didn’t know how to properly compare brands.</li><li>They didn’t understand the depth, incentives, or mechanics of the broker network.</li></ul>So decisions happened with less friction, fewer inputs, and far less “analysis paralysis.”<h2>Then Came the Brokers (and the Blur)</h2>Franchise brokerages already existed — FranNet, FranChoice, and others were doing solid work. They had a steady flow of candidates who needed coaching, structure, and an extra push to get over the finish line.Then the model exploded.Independent brokers entered the market — and many of them were built to sell. Candidates were told they were “coached for free” and that brokers had placed thousands of franchisees.What often wasn’t clearly disclosed was how brokers get paid — and how that compensation can shape recommendations. (Unlike real estate, where commissions are universally understood.)This added another layer of opacity to an already complex decision.<h2>And Now Comes AI (Everything Changes)</h2>AI is about to force a level of transparency the industry hasn’t fully reckoned with yet — legally, operationally, and culturally.The smarter AI gets, the more it will help candidates ask (and answer) questions like:<ul><li>What are the best home service franchises under $100,000?</li><li>Which franchises are actually the most profitable?</li><li>Which ones require the least day-to-day involvement?</li><li>Which brands have availability in my specific market?</li><li>Which franchises have the highest AUVs — and why?</li><li>Who are their real competitors?</li><li>What questions should I ask the franchisor?</li><li>Based on my personality traits, should I buy this franchise?</li></ul>And here’s the part that should make every franchisor pause.<ul><li>AI doesn’t get a commission.</li><li>It doesn’t care who pays whom.</li><li>It doesn’t benefit from steering candidates one way or another.</li><li>Its job is to cut through the BS.</li></ul><h2>So Where Does That Leave Your Brand?</h2>This is the moment where the spotlight turns back on you. Are you doing the basics?<ul><li>Are you clearly answering these questions anywhere?</li><li>Do you have structured, searchable FAQs?</li><li>Is your content actually readable and understandable by AI?</li><li>Are you shaping the answers — or letting others shape them for you?</li></ul>Because whether you like it or not, candidates are already asking AI these questions. The only question is whether your brand shows up in the answers.Follow <a href="https://www.youtube.com/@1851Franchise">1851 Franchise on Youtube</a> to be the first to know about new episodes of Coffee &amp; Analytics with Nick Powills.&nbsp;

AI Will Destroy Your Franchise Learn How To Avoid It

AI Will Destroy Your Franchise - Learn How To Avoid It

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A franchise system’s long-term success begins with a great first impression. That’s why the grand opening process is one of the most critical milestones in a franchisee’s journey. While every brand may approach it differently, one thing remains constant: franchisees can’t do it alone. In Phase 4 of The Ultimate Guide to Franchising Your Business, we explore how franchisors can set their franchisees up for a successful launch with the right mix of structure, support and human connection.<h2>Make Local Connections Early and Often</h2>According to&nbsp;<a href="https://www.linkedin.com/in/megan-oppelt-1629526b">Megan Oppelt</a>, vice president of marketing for&nbsp;<a href="https://slicehousefranchise.com/">Slice House by Tony Gemignani</a>, the best grand opening strategy is rooted in relationships. “One of the simplest and most effective strategies is to make friends with your neighbors,” Oppelt said. “Personally walking around with free samples, introducing yourself, and inviting local businesses and residents to your soft opening or grand opening builds community goodwill and generates early buzz.”Oppelt emphasizes the importance of tapping into the local community.“Restaurant employees often live nearby — if they try the food and have a great experience, they’ll likely return with their families or friends. These early relationships can also offer valuable local insights (like the most active third-party delivery in that area) that you won’t find elsewhere. A strong grand opening starts with strong local connections.”<h2>Build Confidence Through Encouragement and Realism</h2>The days and weeks leading up to the grand opening can feel overwhelming for new franchisees, which is why&nbsp;<a href="https://1851franchise.com/franchisee-franchisor-relationship-2725769">emotional support from the franchisor</a> can be just as important as operational guidance.&nbsp;“I think the most powerful support is taking a moment to reassure the franchisees,” Oppelt said. “The final stretch before opening can feel overwhelming; there’s so much excitement, pressure and last-minute activity.”Reminding franchisees that perfection isn’t the goal can help reduce anxiety and build resilience.&nbsp;“I always make a point to tell franchisees they’re doing a great job and that the grand opening will go just fine,” she said. “It’s important to remind them that no grand opening ever goes 100% perfectly, and that’s completely normal. There will be factors outside their control — like weather, traffic or minor hiccups — and at the end of the day, being able to pivot around those unknown obstacles and make sure the guests and crew have a good day is what matters most.”<h2>Don’t Let the Details Derail the Day</h2>While franchisees focus on the big picture, sometimes the smaller details can actually cause the biggest headaches.&nbsp;“One easily overlooked but common issue is misplacing items shipped in for the grand opening,” Oppelt said. “With so much activity and so many hands involved, things can easily go missing, especially if boxes are opened last-minute or stored inside the restaurant.”To avoid last-minute scrambles, Oppelt offers a practical tip: “I always advise franchisees to open every box as it arrives, inspect the items and place everything in a safe location outside of the restaurant (like their home, office or garage). That way, when opening day comes, they’re not scrambling to find something essential or discovering too late that an item was damaged or never arrived. It’s much easier to get replacement items when an issue is discovered in advance of the opening.”<h2>Set the Stage With Integrated, Hands-On Support</h2>One example of a brand with a successful grand opening strategy is the bakery concept&nbsp;<a href="https://ownaparisbaguette.com/">Paris Baguette</a>. “Cultivating the bakery café experience our guests crave starts when we begin the development process,” said&nbsp;<a href="https://www.linkedin.com/in/brian-egan-4a13432a">Brian Egan</a>, vice president of development for Paris Baguette. “We are committed to making the process as smooth as possible by ensuring franchisees are well-equipped to launch, and we do this by maintaining a robust, integrated support structure.”Each franchisee is assigned a New Café Development Manager (NCDM) as their dedicated point of contact. “This person will be with the franchisee from day one until the café opens, which can be a nine to 10-month process,” Egan said. “We jest that we’re going to become the owner’s best friend, but this approach really does ensure that the franchisee has a dedicated resource throughout the entire process.”The NCDM coordinates with other internal experts using a shared system to track every task, ensuring nothing gets missed, from construction timelines to equipment delivery. “The internal system keeps track of everything so that nothing is late or overlooked,” Egan said.When opening day approaches, Paris Baguette’s New Café Opening Team arrives on-site to provide hands-on training and support. “This team shows up, on average, four days prior to opening, and they stay with the franchisee for seven to 10 days,” Egan said. “During this time, there is someone assigned to every position in the café. There is a trainer working alongside each café employee to provide guidance and in-the-moment support.”Even after the grand opening, support continues. “We also offer post-opening support,” Egan said. “Our approach to supporting franchisees is comprehensive and personalized, offering our owners a significant advantage over would-be competitors.”<h2>Creating a Confident Start for a Lasting Brand</h2>Ultimately, a successful grand opening does more than drive initial traffic — it builds confidence, strengthens operations and sets the tone for the entire experience. “Funneling our energy toward effective communication and timely, accurate support minimizes the challenges associated with the opening process to create the best possible franchisee experience,” Egan said.Franchisors that approach grand openings as an all-in, collaborative effort, one that prioritizes community engagement, operational readiness, and ongoing encouragement, are the ones that set their franchisees on the path to lasting success.<h2>Grand Opening Support — Key Takeaways and Next Steps:</h2><ol><li>Build local relationships before opening.</li><li>Provide a localized pre-opening marketing plan.</li><li>Share market intel and ops guidance.</li><li>Offer emotional support alongside training.</li><li>Celebrate, then sustain momentum with follow-ups.</li></ol>Growing and selling franchises is difficult. No great franchise did it alone. Want to learn more about how 1851 helps franchisors grow their franchises with confidence? Visit&nbsp;<a href="http://www.1851growthclub.com">www.1851growthclub.com</a> and see what we can do for you.

The Ultimate Guide To Franchising Your Business — Phase 4: Launching and Growing — How to Offer Grand Opening Support

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Getting noticed has become more challenging. There are more channels to manage, more competition for attention and franchise candidates are spending more time researching before making a decision. We sat down with&nbsp;<a href="https://www.linkedin.com/in/juliemaw1/">Julie Maw</a>, Vice President at&nbsp;<a href="https://hellomainland.com/">Mainland</a>, to capture her top 10 trends brands need to get laser-focused on as we enter 2026.At&nbsp;<a href="https://1851franchise.com/mainland/info">Mainland</a>, Maw partners with franchise organizations to guide growth and transformation, blending PR, marketing and digital content into campaigns that build visibility, trust and long-term impact. With more than 15 years of experience across marketing, media and technology, Maw has spent her career helping brands grow by turning big ideas into practical, executable strategies.“When applied consistently, PR builds&nbsp;credibility and trust at scale —&nbsp; the kind of confidence franchise candidates need before they ever enter the sales funnel,” Maw said. “The return shows up in higher-quality leads, shorter sales cycles, and stronger close rates, not just headline volume.”Here are the trends Maw believes brands must engage with in 2026 to truly get noticed.<h2>1. AI-Powered Storytelling That Enhances, Not Replaces</h2>While AI is being used more widely, Maw says it should support people’s work, not replace it. At Mainland, and according to Maw, AI is a tool to improve storytelling rather than automate it.“AI is changing the landscape for all of us, whatever role or function we’re playing,” Maw said. “But it’s really about using it to enhance and help us polish the stories we’re working to tell, not to replace them.”From identifying news angles to analyzing performance data and personalizing outreach at scale, AI allows brands to work faster and more intelligently. Still, strategy remains human-led.“AI supports our strategy. It doesn’t replace it,” Maw said. “It's the teams who use AI strategically that will replace those that don't.”<h2>2. Franchisee-Led PR Is Becoming Non-Negotiable</h2>Earned media is putting less weight on corporate talking points and more focus on real operators and their experiences. Reporters want to hear from people who are actually running the business.“More and more, they care about real franchisees — real operators — not just what they perceive as corporate talking points,” Maw said.At Mainland, this reinforces a core belief: brands don’t sell brands, people do. Franchisee success stories, multi-unit growth journeys, career switch narratives and community impact consistently outperform brand-centric announcements.“The most powerful PR asset in franchising is the franchisee, not the brand,” Maw said. “And that's really something we champion here.”<h2>3. Authority Matters More Than Awareness</h2>It matters more that a brand is trusted than widely seen. While visibility matters, Maw says brands perform better when they focus on substance instead of volume.“There’s a misperception that we need a high volume of media placements,” she said. “But what we’re really seeing work are powerful stories that offer real insight.”Thought leadership, trend forecasting, and data-backed perspectives help brands become trusted category voices.“Being seen everywhere matters less than being trusted somewhere,” Maw said.<h2>4. Data Is Now a Media Hook</h2>Editors are asking brands to back up their stories with data. When brands can share numbers tied to growth, technology or customer behavior, it strengthens the story.“One of the things reporters will ask us before they even book an interview is, ‘Can they bring the data?’” Maw said.When brands can share the right data, such as AUVs, growth patterns and performance trends, it gives reporters what they need to build stronger stories and shows confidence in the business.“Brands that can package their data into insights and forecasts earn repeat media attention,” she said.<h2>5. Category-Level Storytelling Outperforms Brand-Only News</h2>Media outlets care about what’s happening across industries, not just which brand opened a new location. Maw encourages brands to zoom out. “The fastest way to get noticed is to talk about what’s happening beyond your own brand,” she said.Talking about industry-wide issues like labor, real estate and technology helps brands come across as informed rather than self-promotional.“Reporters get burned out sometimes from talking to a brand that’s just about pushing its own ad,” Maw said.&nbsp;<h2>6. Founder and Executive Visibility Is Central</h2>Human leadership stories are cutting through the noise, especially in long-form formats like podcasts and interviews.“What we're seeing is founders and executives who can get personal, share their stories, share their journeys, share the lessons they've learned, the pivots or growth challenges, that really speaks to potential franchisee candidates because it humanizes the brand,” said Maw.&nbsp;Speaking naturally tends to work better than sounding scripted.“Media doesn’t want perfection,” she said. “They want perspective and they want to make sure that these founders, these executives can bring that to the table.”<h2>7. High-Quality Announcements Perform Better</h2>Earning strong media placements starts with understanding what reporters are actually looking for. According to Maw, journalists are focused on stories that offer substance, relevance and clear news value — not a steady stream of updates.“When brands focus on fewer, more meaningful announcements, those stories are easier for reporters to say yes to,” said Maw. “It’s about bringing them something that’s timely, credible and worth their audience’s attention.”Milestones that signal real momentum, insights tied to broader industry trends and stories with clear impact are far more likely to break through than routine updates.<h2>8. PR and Franchise Sales Must Be Aligned</h2>Earned media works best when it’s tied directly to development goals. PR needs to align closely with how brands are growing.“Media coverage should reinforce the franchisee value proposition,” Maw said. “Stories should align with the ideal candidate profile.”While PR may not offer the same immediate metrics as paid ads, it plays a critical role in pipeline development.&nbsp;<h2>9. Regional and Local PR Fuels the Buzz Factory</h2>National credibility helps, but local and regional coverage is usually what drives action. Maw says this lines up with what Mainland hears directly from franchisees. After interviewing hundreds of owners each year, the team sees the same pattern over and over: most prospects spend about 6.4 months researching a brand before they ever fill out a form. That timeline shows up across industries and reinforces the need to stay visible while people are still deciding.“Our goal is to activate the buzz factory and be everywhere they’re spending their time,” she said. “While national credibility gets attention, local relevance drives the action. Potential candidates are seeing themselves in franchisee stories and looking to real franchisees as key validators, building their confidence in the model, potential for success and taking that next step.”<h2>10. Consistency Beats Virality</h2>Rather than chasing viral hits, earned media works best when it’s built steadily over time.“PR is a marathon; it's not just a flash-in-the-pan moment,” Maw said. “I think all of our clients are hoping for that big spot on Fox Business, CNN — which we deliver and can carry impact. But really, it's about creating a consistent strategic conversation nationally, regionally and locally.”Long-term relationships with reporters, consistent storytelling and strategic cadence build trust over time.<h2>What This Means for Brands in 2026</h2>When it comes to where brands should focus in 2026, Maw points to earned media as a key part of the mix, especially when it’s built around real people and aligned with other marketing efforts.“Brands that show up consistently earn editor trust, which increases the likelihood of the brand being brought in for thought leadership and subject-matter expert stories,” Maw said. “What we have seen is that you can nurture those relationships over time with the media. They are more likely to pick up the phone and call us or call our clients for another big story that they're breaking.”&nbsp;Taken together, these trends show that brands that lead with real people, credible insights and consistent earned media will be the ones that cut through the noise and earn trust in 2026.For more information on Mainland, please visit&nbsp;<a href="https://hellomainland.com/?utm_source=1851franchise.com&amp;utm_medium=article&amp;utm_campaign=mainland-secures-nearly-10-million-in-media-value-for-franchise-clients-in-early-2025-2728648">https://hellomainland.com/.</a>

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Top 10 PR Trends Brands Need to Hop On in 2026 to Start Getting Noticed

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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? A Guide for Prospective Franchise Owners

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<a href="https://www.chick-fil-a.com/franchise">Chick-fil-A</a> is one of the most recognizable names in the quick-service restaurant industry. With its signature chicken sandwiches, customer-first culture and impressive per-unit sales, the brand is often at the top of the list for entrepreneurs researching restaurant franchises. But if you’re wondering how to buy a franchise with&nbsp;<a href="https://1851franchise.com/the-rise-of-chick-fil-a-americas-number-one-chicken-franchise-2727483#stories">Chick-fil-A</a>, you’ll quickly realize that this opportunity comes with a unique set of requirements — and not everyone qualifies.<h2>Chick-fil-A Franchise Requirements</h2>Chick-fil-A is different from most restaurant franchises because it doesn’t take a large amount of money to get started.&nbsp;<a href="https://1851franchise.com/how-much-does-a-chick-fil-a-franchise-cost-2715278#stories">The franchise fee is $10,000</a>, and applicants don’t need to show a specific net worth or liquid assets. The lower cost, however, comes with a trade-off. The company has one of the toughest application processes in franchising and places strict rules on how the business must be run.To be considered for a Chick-fil-A franchise, applicants need to show that they can legally run a business in the United States and have a solid professional background. The brand generally looks for people with at least five years of work experience and some history of leading teams. A clean financial record is important, too, since anyone with a bankruptcy on file won’t move forward in the process. The $10,000 franchise fee has to come directly from the candidate’s own funds rather than loans or gifts. On top of that, operators are expected to commit to the restaurant full time, which means stepping away from other active business ventures and putting all of their focus into building and leading their Chick-fil-A location.Candidates also need to be fluent in written and spoken English and commit to full-time, hands-on involvement in the restaurant. In fact, Chick-fil-A expects its franchisees to divest from any other active business ventures so that they can focus entirely on operating their location.Meeting these requirements does not guarantee acceptance. Chick-fil-A receives tens of thousands of applications each year but approves only about one percent, making the opportunity one of the most competitive in franchising.<h2>A Hands-On, Operational Model</h2>One thing that makes Chick-fil-A stand out is how it expects its restaurants to be run. Owners can’t just hire managers and step back like in many other franchises. Instead, operators are expected to be hands-on with the daily business.Chick-fil-A also keeps more control over key parts of the operation than most franchisors. The company chooses the location, builds the restaurant and provides the equipment. The operator’s main role is to deliver excellent service and lead a team that meets the brand’s standards.This is not a passive investment or a multi-unit opportunity. Chick-fil-A intentionally limits each franchisee to a single location, ensuring that operators are deeply engaged in leading their restaurant and contributing to the surrounding community. For many, this model is appealing because it emphasizes leadership and culture-building rather than simply financial investment.<h2>Why It Matters</h2>For people thinking about franchising, Chick-fil-A’s requirements show why the brand is both appealing and difficult to get into. The low cost to start, the strong name recognition and the sales numbers make it one of the most appealing restaurant franchises out there, but the rules and competitive selection process make it a tough opportunity to land.On the other hand, the strict operational structure, high profit-sharing arrangement and extremely competitive application process can make it a tough fit for entrepreneurs who want more flexibility or who prefer to run multiple concepts at once.If you are considering how to buy a franchise with Chick-fil-A, it’s important to carefully evaluate whether you align with the brand’s expectations. The operators who tend to do well are the ones who like being in the restaurant every day, working with their team and serving customers. For people who want to be closely involved in one business, the Chick-fil-A model can be both profitable and satisfying.For more info on Chick-fil-A, check out these related stories on 1851 Franchise:<ul><li><a href="https://1851franchise.com/chick-fil-a-takes-the-crown-as-the-nations-premier-chicken-chain-2727486#stories">Chick-fil-A Takes the Crown as the Nation’s Premier Chicken Chain</a></li><li><a href="https://1851franchise.com/the-pros-and-cons-of-owning-a-chick-fil-a-franchise-2725069#stories">The Pros and Cons of Owning a Chick-fil-A Franchise</a></li><li><a href="https://1851franchise.com/chick-fil-a-emerges-as-the-leader-in-the-us-chicken-chain-industry-2727457#stories">Chick-fil-A Emerges as the Leader in the U.S. Chicken Chain Industry</a></li></ul>

Do You Qualify? A Look at the Chick-fil-A Franchise Requirements

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LAKEWOOD, Colo.&nbsp;—&nbsp;<a href="https://www.weareradianceholdings.com/">Radiance Holdings</a>, the parent company of both&nbsp;<a href="https://www.solafranchising.com/">Sola Salons</a>, the 750-unit salon suites franchise, and&nbsp;<a href="http://ownawoodhouse.com">Woodhouse Spas</a>, the over-90-unit luxury day spa franchise, has appointed franchise veteran&nbsp;<a href="https://www.linkedin.com/in/keith-sizemore-85992074/">Keith Sizemore</a> as its new chief development officer. With extensive experience in the franchise industry, Sizemore will support Radiance Holdings in its next phase of strategic expansion.In his new role, Sizemore will oversee the franchise development strategy for both brands, focusing on filling in key markets for&nbsp;<a href="https://1851franchise.com/sola-salons/info">Sola Salons</a> and accelerating growth for&nbsp;<a href="https://1851franchise.com/woodhouse-spas/info">Woodhouse</a> as it approaches the 100-unit milestone. With consistent momentum in the beauty and wellness sectors and both brands seeing steady growth over recent years, Sizemore joins the brand at a pivotal time for growth.“I’m excited to join Radiance Holdings at such a momentous time in the company’s journey,” Sizemore said. “Sola Salons has built an incredible foundation with 750 locations, and now, we have the opportunity to identify key markets where we can continue strategic growth. At the same time, Woodhouse is perfectly positioned to expand and bring its one-of-a-kind model to new territories nationwide.”Prior to joining Radiance Holdings, Sizemore held leadership roles at Marco’s Pizza and Shipley Do-Nuts, where he identified high-potential markets and supported franchisee growth and success from day one.&nbsp;“Keith’s career trajectory has been impressive, and his expertise in franchise development will be invaluable as we enter this next stage of growth,” said&nbsp;<a href="https://www.linkedin.com/in/benjonessola/">Ben Jones</a>, CEO of Radiance Holdings. “His ability to identify the right markets, attract quality franchisees and drive sustainable growth will be instrumental in achieving our goals.”As Sizemore steps into his new role, the team is focused on key markets for both brands. Sola Salons is targeting expansion in high-potential markets like San Francisco, Los Angeles, Houston and Chicago, while Woodhouse is prioritizing development in major metropolitan areas like Seattle, New York City, Phoenix and Boston. Within these key markets, Radiance is looking to partner with driven, passionate franchisees who are committed to providing an exceptional experience to beauty professionals and guests in their markets and building thriving businesses in the beauty and wellness sectors.ABOUT SOLA SALONS:In 2004, Sola Salons was established with the opening of its first location in Denver, Colorado. Now with 750 locations open in the U.S. and Canada, Sola is proud to offer 22,000+ independent beauty professionals the freedom and benefits of salon ownership without the risk and overhead of opening a traditional salon. Its innovative salon model empowers hairdressers, estheticians, nail techs, massage therapists and other like-minded professionals to take control of their lives and their careers. Sola provides beauty professionals with beautiful, fully-equipped salon studios alongside the support and tools they need to launch their salon business in no time. For more information about Sola Salons, please visit&nbsp;<a href="https://www.solasalonstudios.com/">https://www.solasalonstudios.com/</a>.&nbsp;ABOUT WOODHOUSE SPAS:Woodhouse Spas is a leading luxury spa franchise that offers resort-style spa experiences in local communities. Founded in 2001 in Victoria, Texas, Woodhouse Spas has grown to more than 90 locations across the United States. The brand provides a wide range of services, including massages, facials, body treatments, and nail services, all designed to offer personalized care and enhance wellness. Woodhouse franchise owners benefit from comprehensive support, including training, site selection, construction management, marketing, and operational advice. For more information about Woodhouse Spas, visit&nbsp;<a href="https://www.woodhousespas.com/.">https://www.woodhousespas.com/.</a>&nbsp;

Keith Sizemore headshot, Radiance Holdings

Radiance Holdings Names Keith Sizemore Chief Development Officer

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Family has always been at the heart of everything for sisters&nbsp;<a href="https://1851franchise.com/griswold-franchise-oklahoma-city-north-manar-landis-maha-zirn-kashoor-2730454">Manar Landis and Maha Zirn-Kashoor,</a> so when they began looking for a new business venture, it only made sense that they’d do it together. Today, the pair are proud&nbsp;<a href="https://griswoldhomecarefranchise.com/">Griswold</a> franchisees, combining their complementary skills and shared compassion to make a difference in the lives of seniors and&nbsp; families in their community. For Zirn-Kashoor and Landis, the decision to go into business together was as natural as their lifelong connection.“The short answer,” Zirn-Kashoor said, “is that it’s always the right time as a family to be together. We were both in the right place to start that one.”Though life had taken them in different directions — with families, careers and homes of their own — the sisters never lost touch. “We were always in contact,” Zirn-Kashoor said. “Almost every year we saw each other. So when the idea of the business came, it was only natural that we were both ready for it and said, ‘Let’s go for it.’”That shared readiness made the decision simple: it was time to&nbsp;<a href="https://1851franchise.com/griswold/how-griswold-home-care-provided-a-more-meaningful-career-for-these-franchisees-amid-the-pandemic-2715838">build something meaningful together</a>.<h2>From Sisters to Business Partners</h2>Transitioning from family members to business partners came smoothly for the pair. “Because we know each other quite well, it came very naturally,” Zirn-Kashoor said. “We recognized my strength, her strength, where we can complement each other — and it’s working so far.”The two sisters developed a natural division of responsibilities, allowing each to focus on what she does best. That balance has only strengthened their bond. “It brought us even closer to each other,” Zirn-Kashoor said. “Usually, when you have family, each one goes to their business or work and then maybe you meet at dinner or on weekends. Now we are combining all this — we see each other even more now. It added positively to the dynamic.”<h2>Why Griswold?</h2>When it came time to choose a brand, Landis led the research — and&nbsp;<a href="https://1851franchise.com/griswold/info">Griswold</a> quickly stood out. “She asked around, looked into different franchises, and it was the reputation of Griswold,” Zirn-Kashoor said. “From the first moment we spoke with them, it felt like we were joining a family.”That sense of belonging only deepened as they met other franchisees. “They are very professional, but there is also a warm environment,” Zirn-Kashoor said. “When we met other franchisees at a couple of events, it felt like family. It just enhanced our feeling that this is the right company we want to join.”<h2>A Family-Owned Business With a Human Mission</h2>As sisters and co-owners, Zirn-Kashoor and Landis believe their family connection adds real value to how they lead their business and care for their clients. “It’s an added value to be family working together,” Zirn-Kashoor said. “We know how to divide the work, who’s responsible for what, and sometimes we combine our efforts on certain areas where we can bring an even better outcome.”That collaboration is rooted in shared purpose. For the sisters, Griswold’s mission resonated deeply. “The story of Jean Griswold is very touching and impressive,” Zirn-Kashoor said. “It’s not money-oriented — it’s very human and people-oriented. That’s what really drove us. Otherwise, any business you can start somewhere and think about profit. This is not the easiest one, but we chose it on purpose because we can relate to it … When you think about it, we are helping vulnerable people — people in need — and that’s something we are already proud of.”<h2>Building a Legacy of Care and Connection</h2>More than just a business, Zirn-Kashoor and Landis see their Griswold franchise as a legacy — one rooted in compassion and community. “We are certain that our hard work will bring very fruitful income,” Zirn-Kashoor said, “and we hope that this is the legacy we can keep as a name for us, for our children and for our family later on. There cannot be a better legacy than helping people in need and caring for the community.”Even amid the challenges of launching a business, the sisters have found unexpected joy in the journey. “The most surprising part is how much fun we are having,” Zirn-Kashoor said. “We knew we would enjoy it, but we didn’t know it would start from day one. We keep reminding each other not to forget to have fun and enjoy the journey.”

Why Two Sisters Chose Now to Build a Purpose-Driven Home Care Business With Griswold

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Callaway has agreed to sell a 60% stake in its Topgolf and Toptracer divisions to private equity firm Leonard Green &amp; Partners (LGP)&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">in a deal that values the Topgolf business at roughly $1.1 billion</a>. The transaction will bring in about $770 million in net proceeds for&nbsp;<a href="https://www.topgolfcallawaybrands.com/">Topgolf Callaway Brands</a>, according to regulatory filings. The move is part of a broader restructuring plan the company had been pursuing since same-venue sales softened and former Topgolf CEO Artie Starrs stepped down in August.Callaway and Topgolf originally merged in 2021 to accelerate the growth of the eatertainment brand, but separating the businesses is now seen as a way to sharpen strategic focus, streamline operations and better allocate capital. While the company initially explored selling as much as 80% of Topgolf, it ultimately selected LGP as a buyer because of the firm’s strong track record with high-growth consumer brands. The private equity group has backed chains such as&nbsp;<a href="https://www.zaxbys.com/franchise">Zaxby’s</a>,&nbsp;<a href="https://www.velvettaco.com/international-partner/">Velvet Taco</a> and previously&nbsp;<a href="https://1851franchise.com/shake-shacks-unusual-international-business-strategy-2710292">Shake Shack</a>.Despite earlier declines, Topgolf’s performance has begun to rebound. The company posted slightly positive same-venue sales in the third quarter of 2025, driven primarily by its core guest segment — players who use one or two hitting bays — which accounts for 80% of annual revenue. Traffic in that category returned to strong double-digit growth, aided by value promotions like Sunday Funday and weekday discounts. Operational upgrades, including improvements to the digital channel and the rollout of Toast’s point-of-sale system, have also increased efficiency and boosted spending per visit.The deal is expected to close in the first quarter of 2026. After the transaction, Topgolf Callaway Brands will rebrand as Callaway Golf Company and continue operating its core portfolio, which includes Callaway, Odyssey, TravisMathew and Ogio, while LGP guides Topgolf into its next phase of expansion.Read the full press release&nbsp;<a href="https://www.topgolfcallawaybrands.com/news-releases/news-release-details/topgolf-callaway-brands-announces-agreement-sell-majority-stake">here</a>.&nbsp;

Callaway Sells Majority Stake in Topgolf to Private Equity for $770 Million

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For 10 years,&nbsp;<a href="https://www.linkedin.com/in/gcosentino/">Giovanni Cosentino</a> built a corporate career as an executive assistant and project manager in various industries, including electric vehicles, blockchain, finance and adtech. Then, after a 2024 end-of-year layoff, Cosentino saw an opportunity to take control of his career path. Rather than jumping back into the corporate job market, he decided to apply his robust background in management and leadership to a new adventure, business ownership, recognizing that his background in organizing complex projects would serve as the perfect foundation for running a small business.Motivated to become his own boss, Cosentino turned to franchising. He liked the stability of service-based businesses and the demand for reliable home improvement. From here, he began narrowing down the opportunities. This led him to&nbsp;<a href="http://freshcoatfranchise.com">Fresh Coat Painters</a>, the national painting franchise. He's now getting ready for his official grand opening and excited to begin serving the Westchester community.Cosentino took the time to chat with 1851 Franchise to discuss all of this and more. Here’s what he had to say:1851 Franchise: Frame your personal story for us. What do you want us to know?Giovanni Cosentino:&nbsp;My father was a dentist for almost 45 years in the Hudson Valley, and I admired his work ethic and his ability to make people smile with his sense of humor and skill. I grew up locally and earned my degree at Purchase College here in Westchester County. I’ve always wanted to be helpful to others, doing something similar to what my father was able to achieve, but in my own way.&nbsp;I’ve always been an independent person and a leader, managing people and projects really well. If something has my name on it, it will be good work. That's how I live my life: doing the best I can at whatever I put my hands to.1851: What did you do before franchising, and how did you decide franchising made sense for you?Cosentino:&nbsp;I spent nearly 10 years in my career as an executive assistant and project manager, but unfortunately, layoffs impacted my position at the end of 2024.Following that, the job search felt different from any other time. I looked at my skill set and knew my experience would translate well into business ownership. I realized this was an opportune time to bet on myself.1851:&nbsp;What made you pick this brand? What excites you most about this company?Cosentino:&nbsp;I explored over a dozen franchises, but I was being very selective as I didn’t like what their FDD stats were or the niche element of their business model. I was almost ready to move on and figure something else out, but then I spoke with&nbsp;<a href="http://1851franchise.com/freshcoat/info">Fresh Coat Painters</a> as my last franchise for consideration. It was the only one that felt like I could make it work. Having navigated multiple economic challenges, I’ve learned that blue-collar trades are always in demand. Painting, in particular, is a recession-resistant industry that tends to thrive even in uncertain times.Fresh Coat allows owners the flexibility to operate their business how they see fit while providing essential guidance and support, like an onboarding coach and a business coach. I also really appreciate the community of other franchisees; experienced members have been exceptionally helpful. Having this network resolves issues of not knowing where to turn or encountering challenges for the first time.1851:&nbsp;What do you hope to achieve with your business? What are your plans for growth?&nbsp;Cosentino:&nbsp;My plan is to bring a new level of professionalism to the industry. I want to be known as someone who can deliver outstanding results, managing a crew of well-trained and vetted painters using the highest quality products. We want to transform client spaces into a personal retreat, an oasis of atmosphere, or a comfortable abode.&nbsp;Over time, we will expand to provide full interior and exterior house painting, eventually lending our services and ethos to improving commercial spaces. We are also considering expanding to decks, cabinet painting, power washing and removing or adding popcorn ceiling and wallpapering.1851:&nbsp;What advice do you have for other people thinking about becoming franchise owners?Cosentino:&nbsp;Just like any other kind of business, make sure you have the appropriate amount of funds available for your venture. The initial franchise fee is not the only cost; you need additional capital for the “runway” before you actually generate revenue.&nbsp;Understand that it will take a large amount of your time, energy and resources to bring it all to life. But in the end, I genuinely believe it could be one of the most worthwhile endeavors anyone can do, with results that can sustain a family and bring great value to your clients and community.ABOUT FRESH COAT PAINTERS:Fresh Coat Painters, the residential and commercial painting franchise under the Strategic Franchising Systems umbrella, offers a low-cost business model that gives entrepreneurs from all walks of life the chance to become successful business owners in the communities they serve. Since starting in 2004, Fresh Coat has expanded to over 190 franchise locations nationwide. Thanks to its unparalleled professionalism and affordable business model, it has become one of the leading concepts in the booming residential and commercial painting segment. With continued year-over-year growth, Fresh Coat is well on its way to achieving its overall goal of becoming a truly iconic painting brand.&nbsp;

Why Enliven Planters’ Founders Aren’t Afraid to Get Their Hands Dirty While Launching a New Franchise Concept

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