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All systems go at Baguette Express franchise

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Baguette Express, the rapidly-growing franchised sandwich chain is set to take a huge leap forward, and create hundreds of jobs in the process, with the acquisition of the Greater London Master Franchise to businessman and highly-experienced retailer, Amjid Bashir.

Mr Bashir is a former management and software consultant who gave up a professional career to start up on his own account in the retail industry and now has a ten year track record operating a chain of convenience stores. Before becoming a Master Franchisee, he operated a Baguette Express franchise and successfully concluded negotiations earlier this month with the company’s owners, Robin and Billy Stenhouse, to acquire the potentially lucrative Greater London franchise for a six figure sum.

Mr Bashir said: “I realised the opportunities opened up by the business after I started my own Baguette Express franchised outlet. I was sure the Baguette Express formula of fresh, healthy fast food at value-for-money prices would appeal to people right across the UK and I have put my faith in that judgement by acquiring the biggest master franchise available.

“My aim is to open 50 plus shops in London over the next 3-4 years. I believe that this is the minimum we can achieve; the rate of new openings depends, however, on the numbers of prospective franchisees who come along and decide to get their own operations up and running.”

The first two Baguette Express franchises are due to open shortly in the London area: one in Camden High Street and the other in Harlow, Essex, but since the master franchise territory reaches not only within the M25 but also westwards to include Maidenhead, Berkshire on the M4 and south west to include Guildford, Surrey on the M3, there is enormous potential for rapid growth.

Mr Bashir is convinced the Baguette Express formula will appeal to anyone wanting to take up a tried and tested franchise opportunity. He said: “I attended the National Franchise Exhibition at the NECC earlier this month and of the 160 enquiries received from those attending, over 40 per cent were interested in a London-based franchise.

“I told them that Baguette Express has seen very substantial growth over the last year while other franchises like O’Brien’s and Coffee Republic have been going through a difficult time. There is clearly a recession-proof element to our operation and this is something to which potential franchisees find very attractive. Our variety and highly competitive pricing makes our products easily affordable to our customers placing us in a unique market position.”

Headquartered in Haddington, East Lothian, the enormously successful Baguette Express franchise now employs more than more than 500 people and operates in the same commercial sector as national chains such as Greggs and Subway.

Robin Stenhouse, joint-founder, said: “This is a major step forward for the group as it grows into its role as a significant player in the quality food provision sector. Our outlets provide career opportunities for people across a number of disciplines, from management to catering and logistics, and they also tap into the entrepreneurial spirit by giving people the chance to run their own businesses.”

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Following the Bluebird Care model and have no regrets

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After working in the care at home care sector for 20 years, Prafula Joshi was keen to become her own boss. With her husband Munjal by her side, Prafula took the plunge and launched the first Bluebird Care franchise in March 2007. Since then the couple has gone on to build a thriving business following the Bluebird Care model and have no regrets.

“I started out as a carer and over the years worked my way up to care co-ordinator at a care at home agency,” reveals Prafula. “My husband Munjal worked in IT. We both reached a point where we had had enough of working hard for someone else and so discussed the idea of starting up a business of our own.

“Investing in a franchise was the safest way for us to become selfemployed as we would have the back up and support of the franchisor. Care at home franchise Bluebird Care caught our attention because not only would it utilise my existing skills and experience, it was also a new franchise and had, we felt, the most comprehensive franchise package on the market. Having previously worked at a care agency with Bluebird Care Managing Director Paul Tarsey and Franchise Director Simon Dalziel, I trusted them straight away and knew they had the experience and drive to make the brand a success.”

“We purchased the Harrow territory and then went on a one-week intensive training course, which taught us everything we needed to know in order to run the business. Since then, we have had ongoing support, which has been wonderful.

“It took us around three months to get our professional accreditation and Bluebird Care was behind us every step of the way. This included helping us with the documentation and answering any questions we or the accreditation body had about the way the business operated. Since then Bluebird Care has been a source of constant support.

“We love running our own business and like the fact we dictate the hours we work and are able to take holidays when we want to. Last year Munjal and I went to India for two weeks and later this year we plan to take another holiday. At present, we have three members of staff who help us run the office on a day-to-day basis and we are a great team!”

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Unique franchise proposition with Platinum Property Partners

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In times of economic recession, maintaining good levels of cashflow in your business is more important than ever. Platinum Property Partners (PPP) is a unique franchise proposition which offers an opportunity that’s cash-positive from the outset.

The concept that ‘standing on the shoulders of giants’ is the most efficient route to success has been proven time and again, so it’s no surprise that franchising, as a sector, has continued to flourish, even in these difficult times. Platinum Property Partners – the world's first, and currently only property investing franchise - is not only a prime example, but a market leader, having gone from start up to 40 active Franchise Partners (franchisees) in just two years.

The NatWest/BFA Franchising Survey 2009 reported that most franchisees can expect to break even by the end of year two. Unlike almost all other forms of buy to let investment, the PPP core business model generates such high levels of rental income that each property acquired by a PPP Franchise Partner is expected to be cash-positive to the tune of £1,000+ per month, from the outset. This means their investments truly are assets from the start – servicing their own debt and providing profit on top – which will then bring additional, lump-sum returns and rewards in the medium to long term.

The Founders of PPP, multi-millionaire property investors and entrepreneurs, Steve Bolton, Nick Carlile and Richard Davies, have invested in excess of half a billion pounds in property over the last 20 years, across 14 different countries, and have vast cumulative experience in residential, commercial, self-build, land and property development. Franchise Partners are given personal, intensive initial one to one mentoring and then ongoing training and support in order to help them follow the various systems & strategies Steve, Nick & Richard have developed and refined in building their own portfolios, using strengths in different markets to maximise cashflow and capital growth.

Partly because of the reputations of the three Founding Partners and partly because of the undeniable quality of its Franchise proposition, PPP has been able to attract leading figures in their relative fields to become part of its ‘power team’, which offers coaching, mentoring and support to those within the franchise. This group of advisors and experts in the business, legal, financial and property spheres, includes individuals and organisations that it would be either impossible or prohibitively expensive for people outside the franchise to access.

Unlike most other franchises, the business assets (properties) are owned by PPP Franchise Partners and, because property is a constantly shifting market, the 'best’ business strategy – i.e. the Franchise ‘product’ – has to change along with it. The huge benefit of working with such experienced Franchisors is that they are able to predict trends and opportunities, can quickly adapt and roll out updated best practice, and are able to offer their Franchise Partners a variety of investment strategies. The PPP franchise has also been designed to be flexible and non-exclusive, so Franchise Partners can operate their business from home, part-time or full-time, and are not only allowed to have other income streams, but are encouraged to do so.

Over the past twelve months, despite the ongoing economic recession and property market downturn, Franchise Partners have continued to grow and make excellent profits from their UK portfolios. The business models for maximising return on capital have proved both resilient and adaptable to the current global crisis, and many Franchise Partners are also experiencing elevated profits, thanks to the current low Bank of England base rate and its effect on repayments on tracker mortgages.

Manali, investing in West Drayton, is making £1,700 a month pre-tax profit on one house in multiple occupation (HMO) and £1,800 on another, after the mortgage and all bills associated with the property have been paid. The rental income for properties let in this way – typically 6 rooms rented individually to working adults, rather than letting the whole property to just one family or to students - is significant, and provides an average yield of 14%. Kim and Steve, based in Cardiff, are making just over £2,500 a month from two HMOs, the relatively high outgoings for one property with a significant mortgage repayment, balanced by rental income of nearly £3,400 a month.

While profits have remained high for Franchise Partners, the huge changes in the mortgage lending market over the past year or so have meant a massively increased level of capital input is required to purchase and renovate a typical HMO. The Founders have put a lot of extra time and resources into training and workshops, and some new strategies have been adopted to take advantage of the best opportunities currently available. Working with passive investors and taking control of a property by way of a lease, rather than buying it outright, are two examples of ways in which PPP is encouraging and helping Franchise Partners to conserve their capital and maximise returns.

To further help Franchise Partners accelerate the growth of their business and diversify their portfolios, PPP has also developed passive investment opportunities, which require capital input, but no time commitment. With Platinum Portfolio Builder, PPP turns an investment of around £27,000 (plus a variable amount of working capital, returned at the end of the project term) into significant equity by sourcing, acquiring and managing a small portfolio which is bought at a minimum 25% below current market value, verified by a RICS surveyor. Many Franchise Partners are already using PPP's systems for acquiring properties like this themselves, and achieving even higher discounts and returns through spending more time sourcing and negotiating deals.

There are other passive investment opportunities, including: a loan scheme which offers excellent returns and can provide extra income for high net worth individuals who have significant amounts of capital in the bank or in under-performing investments; and overseas investment projects, available when and where market conditions offer sound and secure returns. These additional investment options are also available outside the franchise, to selected parties who are invited to join as Passive Investment Partners.

All those involved with the Franchise have a genuine desire to give back - whether that's in terms of money, time or sharing skills - and tend to approach life with a win-win attitude. PPP’s holistic approach to business is reflected in the organisation’s mission to ‘Be more, do more, have more, give more’. It measures the success of Franchise Partners not just by financial performance, but also by health, happiness and contribution to others, and provides personal development workshops, books and other learning materials to help Franchise Partners set and achieve their goals.

Alex Ferretti is a Nutritional Therapist, who joined PPP as a foundation Franchise Partner. “The reason I joined the franchise was so that I could benefit from not only the great strategies and support provided on the property investment front, but also the continuous personal development opportunities offered to Franchise Partners, and the focus on health, balance and happiness. This holistic attitude to achieving freedom and success in life is something I had not come across before in any other company, and I can honestly say I am proud to be a part of this group of truly inspirational people.”

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Redundancy gave new lease of life with Martin & Co franchise

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Martin &Co Wimbledon franchise owner, Ian Waldron, shares his views on why redundancy can be just the beginning, not the end

“I had always like the idea of owning my own business but the prospect seemed daunting, however when I was made redundant it gave me the opportunity to reflect on my situation. Franchising presented the perfect opportunity to own my own business whilst minimising the risks of starting independently.”

“I have always had a genuine interest in property and with my financial background in the city I knew that the trend was moving away from sales and towards lettings. However I had limited knowledge of the lettings industry but with the comprehensive training courses that Martin & Co provides combined with the continued support on offer I felt confident that lettings was the right industry for me.”

“The first time I saw a Martin & Co board in my area I was immediately interested. The distinctive branding that they provide is unlike anything I would have been able to do on my own. With Martin & Co our clients benefit from our office’s local knowledge and expertise backed by the power of a national brand, without choosing the franchise route it would have taken years to build up the brand awareness I already have.”

“Due to the success of Martin & Co as a brand and the fact that their business model has been tried and tested over a number of years, it meant the process of obtaining funding was fairly straight forward. Yes banks are going to ask probing questions but the business plan that Martin & Co provide all new franchises with settled any doubts the banks I went to originally had.”

“It is difficult for me to offer advice to anyone who has been made redundant as each individual case is different, and buying a franchise does require an investment. However redundancy can often offer the opportunity for reflection and change in an individual’s lifestyle which in other circumstances may have never been possible. As long as the franchisee is willing to put in the hard work required and is eager to learn lots of new skills then buying a franchise can be a great option. I love being my own boss and know that my job and my future is secure. People tend to mention redundancy in negative terms but it doesn’t have to be doom and gloom, I have gone from being made redundant to owning a growing business in an industry that I have a real passion for.”

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Molly Maid Wimbeldon named UK's top franchisee

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A married mother of one from South West London was named Gold Winner of the 2009 British Franchise Association’s (bfa)/HSBC Franchisee of the Year Awards at a prestigious black-tie dinner, held at the International Convention Centre (ICC) in Birmingham last night (Thursday 1 October).

The Awards, sponsored by HSBC Bank and Express Newspapers, celebrate the UK’s best performing franchisees in an industry now worth an annual £11.4 billion to the economy.

Sandra Redmond, who has held the Wimbledon Molly Maid franchise for over 14 years, impressed the judging panel by demonstrating how she has achieved ‘Success in Challenging Times’ – the theme of this year’s Awards.

She has driven the business to impressive heights, continuing to increase sales and profits over the past two years in spite of the economic downturn.

Combining her own expertise with her franchisor’s 25 years of business experience, she has succeeded in strengthening her performance with a focussed plan of action and a new office line up to enhance sales, customer service and training skills.

At a time when many customers might have been tempted to switch to cheaper suppliers, Sandra ensured her cleaning teams offered a heightened level of service to retain the loyalty of existing customers. Regular quality checks were implemented to make sure standards were maintained.

Faster responses and alternative solutions were offered to wavering customers as people, understandably, tried to reduce their household expenses.

At the same time Sandra boosted her marketing activities, promoting the strengths of the company through leafleting, advertising, the use of branded vehicles and some high profile promotions.

New markets were also identified and exploited. These included end of tenancy cleans for local letting agents, which provided an additional source of revenue and a lead to new business with rental tenants, and a commercial cleaning opportunity which resulted in a lucrative annual contract.

In a departure from conventional Molly Maid systems, Sandra also targeted her competitors by providing short term cleaning cover during holiday periods when many independent suppliers are short of staff and by reorganising her own teams to include more part-time staff.

Cost control and cash collection systems were fine tuned to ensure a good cash flow was maintained. Monthly operating statements were completed and reviewed on a regular basis and a remote credit and debit card processing terminal introduced so that payment could be taken instantly where credit was previously offered.

The outcome was that, in spite of experiencing some of the worst trading conditions of her career, Sandra Redmond maintained her number one position in the network and grew her annual sales by nearly 9%.

As the network’s top performing franchisee, she sets a standard that others can aspire to, sharing best practice through regular attendance at annual conventions, regional meetings and President’s Circle meetings.

HSBC’s Head of Franchising, Cathryn Hayes, said: “HSBC has been supporting the franchise industry for more than 25 years and we are delighted to present Sandra with the 2009 Gold Award.

“Sandra is an excellent example of how hard work and commitment is driving this important sector forward. Her determination to build a successful business should be an inspiration to anyone thinking about franchising.”

Brian Smart, Director General of the bfa, added: “Judging these Awards is always a difficult task but we felt Sandra epitomised the essence of franchising model working at its best.

“With nearly half of the British public preferring to use a franchise over a non-franchised business, Sandra stood out as a pioneer in a sector that is home to some of the country’s most successful brands.”

Express Newspapers’ Franchise and Business Opportunities Advertising Sales Manager, Geraldine Haenow, said: “We hope being named the 2009 Gold Award Winner will add to Sandra’s future success and we look forward to sharing her story with our readers.”

Tamsin Brewis, of Water Babies (Banbury), was named the Silver Award Winner and Mark Fordham, of TaxAssist Accountants (Herpenden), walked away with the Bronze Award – each were presented with cheques for £3,000 and £2,000 respectively.

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Wimbeldon Molly Maid named UK's top franchisee