Executive Franchising
Minster Cleaning Services
Damon Brown took over as franchisee for the Bristol branch of Minster Cleaning Services in January 2016. Since then, the office cleaning franchise has won many new contracts, as well as adding extra business from existing clients, and turnover over the past three years has increased by a staggering 80 per cent and 20 per cent in the last 12 months.
Following a career in international and UK finance with Lloyds Banking Group, Damon bought the branch as a resale. He is aiming to follow in the footsteps of another ex-banker, Kevin Lawley, who has more than trebled turnover at his Norfolk and Suffolk branch since taking over in 2011.
In his own words Damon says: “I have an excellent team here and the branch runs very smoothly, but there is plenty of scope for further growth. Bristol is thriving and continues to attract investment. The West of England Combined Authority has been launched, bringing £90million of public money into the region. According to the latest UK Powerhouse report, Bristol’s economy is now worth £13.4billion. Its growth is keeping pace with some of the country’s biggest cities, such as Leeds. The city was also named as the UK's most desirable location in the 2017 Sunday Times Best Places to Live in Britain guide. “By concentrating on the M5 corridor
south of Bristol, we have been successful in gaining customers from the south
“An existing business has many advantages, including cashflow, customers and staff from day one”
Somerset region. Much of the new business is from larger contracts with higher average values, and an account manager with multi-site experience has been recruited to capitalise on this success and add experience to the management team. Growth has been predominantly in manufacturing and the service sector, but also Minster’s expertise in healthcare has helped expand this important area.”
Recession-resistant sector Office cleaning is an essential commercial service that appeals to a broad client base; this helps to protect franchisees from the peaks and troughs experienced by so many businesses. As the country’s biggest and one of the most successful commercial cleaning franchises, it offers prospective franchisees with people-management skills a safe and secure future whether they buy an established branch or choose a new area.
Low-risk opportunity with plenty of potential The majority of Minster’s most recent franchisees have joined through the purchase of an established branch. Buying an existing business has many advantages, including cashflow, customers and staff from day one. It can also provide evidence of what can and has been achieved and it can show how the business is likely to perform in varying market conditions. There are currently established franchises available for resale in Nottingham and Devon at a fee of £10,000 plus vat in addition to the purchase price of the business. Annual turnover at Minster is now £41million. Across the network, half of its branches are each achieving sales of more than £1million, and the top franchises are each achieving sales in excess of £2million. This management franchise business offers a low risk opportunity with a large, exclusive geographic territory and exceptional support. l
BUSINESSFRANCHISE.COM 29
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180
