Exclusive Interview
“To hit £1million turnover – one of the pinnacles franchise owners set themselves – it usually takes about three years now. That’s come down from around five years because the brand’s gaining traction in the UK”
office], from marketing to finance to legal, who can help and support their business growth, plus 192 other offices to draw on. We’ve been there, done that, worn the T-shirt and encountered every single problem, query and challenge imaginable. Being a leader can be lonely, but when you’ve got that suite of people to help you succeed, it makes it easier. Our franchisees come from all backgrounds
– lawyers, chemists, nurses, a footballer, financial directors, former managing directors, you name it, we’ve got them. We’ve even got a pop star! They don’t have to have a care background, but they do need to be commercial people who can run a business, that have drive and can be great leaders. They’ll recruit people who can manage for them, but the most important aspect for the franchisee is to be able to run the commercial side of the business.
What level of investment is required, and what are the rewards? Martin: The investment overall is about £110,000, and that’s without any director’s drawings for yourself. Our break-even point has actually come down to 12 months – it used to be 18 – I’m delighted with the performance of that. In terms of the emotional investment, that’s probably the biggest win. Making a difference in people’s lives in your local community – you can’t put a price on those rewards, it’s one of the most satisfying things for franchisees. We conduct a survey every year of every client and CAREGiver and 96 per cent of our
clients would recommend Home Instead; 92 per cent of our CAREGivers would recommend Home Instead as a great place to work and 94 per cent of our key players think that Home Instead is a great place to be. That’s really powerful when you’re running a network this size, giving 458,000 hours of care every month across 12,000 clients. We also canvass our franchisees – 92 per cent of our owners participate – and our franchisee satisfaction levels are high, resulting in a five-star rating. We’re giving a great quality of service to our clients, our CAREGivers and our franchisees. Home Instead franchisees hold a place within their community, which is important to them. They have a thought leadership place they wouldn’t have gained with any other business; it makes them a go-to person within their community for older care advice, for help and support for a loved one – that’s so valuable. So yes, they’re getting personal satisfaction and the financial rewards, but also a legacy within their community.
How long does it take to hit the £1million mark? Martin: To hit £1million turnover – one of the pinnacles franchise owners set themselves – it’s usually about three years now. That’s come down significantly from around five years because the brand’s gaining traction within the UK and because what we are doing is so different to our competitors; we have a service that makes a huge difference to people’s lives. As a result, we’re attracting a different calibre of franchisee.
What are Home Instead’s core values? Paul: The founding principles of the company are to treat others with dignity and respect, to encourage growth in ourselves and others, and to build value in our service to others. These principles have guided us in our decision making over the years and have served the organisation so well. They are, I believe, at the bedrock of the culture that’s so special at Home Instead. Martin: Those principles are something that you live out every day, that guide every decision you make. It’s not something you can fake, it comes from the heart. If you believe in the mission, in changing the face of ageing, and the values that Paul and Lori put together 25 years ago, then, as a leader, when you’re out there talking to CAREGivers and clients, and to franchisees
68 | The Franchise Magazine 2019
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