Sustainability
At Joey's Franchise Group we are doing what we can to mitigate our impact on fisheries and ultimately our environment. Our brands Joey's Restaurants and Joey's Urban have teamed up with Ocean Wise, a Vancouver Aquarium Conservation Program, to ensure that we're on the right path to sustainability. Check it out here; Ocean Wise and Joey's
MVP Modern Barbers in Canadian Business Franchise Magazine
Take a read of this article about our Franchise Partner Jodi Tucker at our South Surrey location. Jodi worked with MVP Modern Barbers for many years in our Kelowna Franchise before shearing off to the Lower Mainland to open her own Franchise. (see what i did there! haha Shear).
MVP Modern Barbers Article in Canadian Business Franchise
People don't buy what you do, they buy what you believe....
Simon Sinek started this movement, we just stole it. Thanks Simon
At Joey’s Franchise Group we always strive to fight for what we believe, whether it be the best quality seafood for our Joey’s and Joey’s Urban Restaurants, or the quality of printing and paper we demand for our Homes & Land Magazine or better so, the Charities we choose to align ourselves with at MVP Modern Barbers.
This month is #Movember 2014. If you haven’t already been directly affected by Mens Health issues, specifically Prostate Cancer, then you most likely will be soon or know someone that has had to.
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We strongly believe in this cause and have teamed up in Calgary this month with Calgary’s All New Alternative Rock Radio Station, @x92.9. Our MVP executive staff have joined the respective teams of Lynch and Tyler (the morning show team) to #kickcancersass! Join the battle between Paul Clissold (MVP Owner) and Rob Hilditch (his lacky, aka, ME) as they complete for the best stache and biggest donation money list! Check out Rob’s Mopage here; ROB’s MOpage (hey it’s my Blog!). You can search for Paul if you really want to.
I lost a mentor, friend and a great man to Prostate Cancer in 1999, in fact 15 years ago today. He past after fighting it and beating it once, 9 years earlier. He got to meet his grand daughter, thankfully, born in May of 99′, and I tell her everyday how great he was and how much she reminds me of him.
I’m fighting this fight because of him, because of her, my other two daughters, my wife and every other family that has had to deal with the tragedy that cancer leaves behind.
We believe…….Donate hard.
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Joey's Urban - International Avenue - Calgary
Grand Opening this weekend at our newest Joey’s Urban, located in Calgary on International Avenue (4501 17th Ave SE, Calgary). Come check out our 2-fer’ Promotion starting this Thursday!
13 Things to Consider when Buying a Franchise in Canada
Great Article by;
Tony Wilson
Special to The Globe and Mail
Published Tuesday, Sep. 09 2014, 5:00 AM EDT
Last updated Tuesday, Sep. 09 2014, 8:30 AM EDT
1. What’s a franchise? A franchise is essentially a licence to operate the franchisor’s business system and use its trademark according to the franchisor’s standards. The term is normally for between 5 and ten years, depending on the agreement and the lease. In exchange for the right to carry on business under the franchisor’s trademark and system, the franchisee usually pays the franchisor an initial fee for these rights (somewhere between $15,000 and $100,000), and an ongoing royalty linked to the gross sales of the franchised outlet (between 5 per cent and 8 per cent of gross sales). There’s usually a requirement for the franchisee to make regular contributions to a regional or national advertising fund as well (between 1 per cent and 4 per cent of gross sales), so that the franchisor can advertise the brand in high-cost media using the contributions of all franchisees. If it’s a bricks and mortar business, the franchisee either constructs and develops the premises itself (at its cost) or can buy the constructed premises on a ‘turnkey’ basis from the franchisor.
Franchisors are essentially selling three things: the value of a (hopefully) recognizable trademark and brand; the know-how associated with the franchisor’s business system (and the franchisor being able to teach that know-how to the franchisee); and the lower unit costs that come from the purchasing power of a large buying group
2. You’re not buying the business system, you’re renting it. You’re simply acquiring the rights to use a franchisor’s business system, trademark and ‘know-how’ for 5 or ten years, depending on the term of the franchise and any renewal rights contained in the franchise agreement. Think of it like a lease. You’re ‘renting’ the franchisor’s business system and brand for a time, and when that time is up, it’s over. Those rights revert back to the franchisor, who can sell those rights to someone else
3. Renewal and assignment rights are not automatic. Virtually all franchise agreements allow for the right to renew for at least one term, and permit the franchisee to assign the contract. But there are always conditions (and fees) that go along with the exercise of renewal and assignment rights. If you don’t meet those conditions, you wont be able to renew or assign.
4. Critically assess the FDD and all financial and other information given to you. Franchisors awarding franchises in Alberta, Ontario, Manitoba, New Brunswick and PEI are required by law to provide a FDD to prospective franchisees at least 14 days before the franchisee signs any agreement relating to the franchise or pays any money (this differs slightly depending on the province).
The FDD is required to contain all material facts relating to the franchise investment, and there are very serious legal remedies available to franchisees if the franchisor fails to comply with its disclosure obligations. Read the FDD and the documents attached to it carefully with your lawyer and financial advisor. Remember that although these documents will assist you in assessing the nature of the investment, they’re always written for the franchisor’s benefit, and will be crafted to put the franchisor and the franchise system in the best light possible, even when there are lawsuits and other problems facing the franchisor. Also appreciate that if you are in B.C., Saskatchewan, Nova Scotia, Newfoundland and Quebec, there is no legal obligation for a franchisor to provide you with its FDD, and no statutory remedies available to you in the event the franchisor fails to disclose a material fact relating to the franchise as in Ontario, Alberta and the other ‘disclosure provinces.’
5. Be careful of U.S. franchise agreements that have not been adapted to Canadian laws. Sometimes U.S.-based franchisors forget that Canada is a separate country. They don’t modify their agreements to suit Canadian laws. In particular, a U.S. franchisor may not have contemplated the effect of Canadian withholdings tax, something I’ve written about before and which could cost you additional money if not dealt with at the outset of the arrangement.
6. Don’t get sidetracked negotiating the boilerplate. Franchisors pay their lawyers lots of money to draft standard, solid and enforceable franchise agreements that they can use with all their franchisees with little or no amendments. The franchisee lawyer that sends the franchisor a 25-page list of changes to the franchisor’s agreement is arguably unfamiliar with the norms of the franchising relationship. Part of the lawyer’s job is to know what’s ‘normal’ and what’s not; what’s negotiable and what’s not.
7. If you can, avoid entering a franchise agreement where both you and your spouse have to guarantee the contract. It only means the franchisor has two of you to sue if the business fails. If at all possible, limit your exposure so that only one of you assumes all the risk. You might also consider capping any personal guarantee to a maximum amount.
8. Trademarks. Does the franchisor own or control the trademark? (The Canadian Intellectual Property Office has a search engine that allows you to check trademark applications and registrations here)
9. Pricing for products. What assurances are there that the products for sale by the franchisor can be bought by the franchisee at competitive prices? What if the products for sale have to be shipped from another part of the country, or another country? Have you factored in freight costs and duty? A 91-cent dollar can create problems for Canadian franchisees who may be required to buy products from the U.S. in U.S. dollars and pay royalties and other fees in U.S. dollars.
10. Exclusive territory. Are you getting an exclusive territory as part of the deal? Can it be lost or reduced?
11. Don’t forget to talk to other franchisees in the system. Even if they’re in other parts of the country thousands of miles away, their input is invaluable. And if they are reluctant to speak with a stranger out of the blue, ask these three questions: Are you happy? Are you making any money? Would you do it again?
12. If the franchisor is not a member of the Canadian Franchise Association (CFA), ask ‘why not?’ The CFA is the only association of franchisors and service providers in the franchise industry in Canada. It has extensive rules on ethical franchising and advises prospective franchisees to investigate before investing. If the franchisor isn’t a member, why not?
13. Don’t let your expectations get away from you. Finally, like any other investment, acquiring a franchise involves a high degree of risk. Some franchises work out very well for the franchisees. And some do not. Do not sell the concept to yourself. Be prepared to walk away.
Joey’s Franchise Group has a franchise that fits your needs and these rules. Call Rob Hilditch at 1-800-661-2123 for more details.
Tony Wilson is a franchising, licensing and intellectual property lawyer at Boughton Law Corp. in Vancouver, he is an adjunct professor at Simon Fraser University (SFU), and he is the author of two books: Manage Your Online Reputation, and Buying a Franchise in Canada. His opinions do not reflect those of the Law Society of British Columbia, SFU or any other organization.
Original Link:
http://www.theglobeandmail.com/report-on-business/small-business/sb-growth/day-to-day/thirteen-things-to-consider-before-buying-a-franchise-in-canada/article20471510/
New Growth - Joeys Franchise Group
The great thing about franchising is bringing on new stores. It is such an exciting time for both the Franchise Partner and the Franchisor. We are excited to announce a few new store openings in Calgary. Two new Joeys Urban’s, one at 8118 Beddington Blvd. NW and one at 4501 17th Avenue SE . We also have a new MVP Modern Barbers in Calgary this week at 34 Edgedale Drive NW, in the community of Edgemont across from the World Health Centre.
Join us as part of one of our great franchise systems; Joeys Urban, Joeys Restaurants , MVP Modern Barbers, Homes & Land Canada
Be The Boss Canada - Reflection
http://www.wnetwork.com/shows/be-boss-canada/clips
To anyone and everyone who may have seen Be The Boss Canada last night.
I was incredibly proud of both Aaron and Kim. They were thrown into situations in the TV show where they would purposely fail by the producers. Joey's really did not have any input on the challenges in anyway. Some of the yelling scenes were actually shot and acted out a few times. Ironic to me, because I loath yelling and completely understand how it makes an individual feel, especially when from a 'leader'.
Please do not use the TV show as a barometer of our restaurants or the great people who own and manage them. We have a tremendous team of Franchise Partners who work tirelessly day in and day out to provide our great food and service to our wonderful guests. We are very proud of the company Joe has established and the the leader that he is to us. Comments from a few, sadden me, in that I may have failed Joe by being misunderstood in the role the show had me play.
I hope you can understand that the show, was a show. I played a role in that show, it is not a true reflection of me or Joey's. We are a group who appreciates our employees, our Franchise Partners and understand that our success is merely a by-product of their success.
We all had a great deal of fun filming this show and it was an honour for me to be asked to represent our Brand.
Sincerely,
Rob Hilditch, aka Joey Franchise
Be the Boss Canada - Joey's
Be sure to check out our episode on Be the Boss Canada, Thursday May 1st on the WNetwork
See the preview here; Be the Boss Canada – Joey’s
The Common Purpose
“Leadership begins with goals. When the followers know what the goals are, everyone understands the importance of their own role for the common purpose.”
The quote is from a former military general and he knows a little bit about the ‘common purpose’. When you are looking for a franchise system to buy into, you should be asking them the same question. What is their common purpose?
We all know it’s to make money, right? But what else do YOU value? What else are you looking for? Make sure when you are asking the Franchisor questions about their system that you include open ended questions, get them talking, learn about the people who control your fate. Can you trust them? Do you like them? Can you see yourself being their partner for ten or more years?
10 Management Lessons from 7-Eleven and Undercover Boss
With our upcoming episode on Be the Boss Canada airing May 1st, we thought we would share some management lessons fromour favorite episode of it’s sister show Undercover Boss. (Pay close attention to #7)
As the largest convenience store chain in the world, we think of 7-Eleven as those bright little stores with drinks and snacks, not a place to gain management insight. Well, with 36,000 stores in 18 countries and over 30,000 employees to support them, the operational and organizational challenges of this unique company are extraordinary. Not only that, but the company’s owned by a Japanese holding company, it’s headquartered in Dallas, and it’s run by a West Point graduate originally from Chicago. Talk about culture clash! That said, the parent company, Seven & I Holdings Co., Ltd., gives chief executive Joe DePinto (pictured) remarkably free reign. Since taking over the top job in 2005, DePinto has introduced and deployed a company-wide cultural shift based on the principals of “Servant Leadership” and “The 7-Eleven Way.”Whatever that means, it seems to be working. As evidence, here are 10 Management Lessons from this week’s Undercover Boss:
- Think synergy. In 1927, Joe C. Thompson, an employee of Southland Ice Company, came up with the idea to sell milk, bread, and eggs from an ice dock he managed. The ice preserved the food and, well, the rest is history. Synergy is fundamental to the 7-Eleven story.
- Continuous improvement is key. DePinto tells his leadership team, “I’ll be focusing on spending time in the field, where the rubber meets the road. I’m going to see what we’re not doing well, and that’s only going to make us better in the long run.” I’m sure Joe knows the Japanese word “kaizen,” which refers to the management principal of continuous improvement.
- A fresh set of eyes can see missed opportunities. In the show, one of the chain’s highest grossing stores had lights that had been out for some time, a potential safety hazard. Maintenance support said it could take up to a month to fix. Question: shouldn’t higher-producing stores get higher priority support?
- Employees can inspire management. Through his hard work, can-do attitude, and passion for the job, Igor, an immigrant from Kazakhstan who drives a distribution truck, actually inspires Joe to be a better executive.
- Many great leaders started at the bottom. DePinto comes from a blue-collar family. After West Point, he worked his way up at PepsiCo. My path was similar. You always hear people complaining about lack of opportunities. I think that’s a load of bull.
- Communications is always a challenge. Far-flung operations and thousands of franchisees compound the challenge of communicating programs and messages across a vast network of stores. During the show, one store routinely trashed day-old bakery items that were supposed to go to charity.
- Replicate what works. One store on Long Island sells more coffee – 2500 cups a day – than any other location. Danny, Joe’s undercover alter ego, learns that the store manager, Delores, knows virtually all her customers by name. Do you know all your customers that well? Delores Undercover Boss Segment
- An army runs on infrastructure and logistics. At West Point, DePinto was trained to ensure that equipment is always working and “mission ready.” Behind the scenes, 7-Eleven’s sprawling distribution and support centers and plants that make enormous amounts of perishable foods are a testament to his operational training.
- There are tricks to doing just about anything. On a donut production line, “Danny” couldn’t keep up with the pace of a conveyor belt until trainer Phil showed him a trick to doing it more efficiently. That’s the case with every task in business, no matter how big and strategic or small and menial.
- Engineers make great executives. DePinto, Larry O’Donnell fromWaste Management, and a healthy percentage of executives from the technology industry all started as engineers, as did I. Sure, I’ve known quite a few dysfunctional ones, but by and large, they make competent executives. Any ideas on why that is?
