New year, new start


career. It was a new territory and down to me to drive it, but inster has a proven formula with a track record of success. For Simon it’s a decision that’s really


paid off. I’ve got an income I wouldn’t have working similar hours in another company. e can help the kids through university and set them up in life to do what they want. The great thing is if I want something for my family I can go out and get it by increasing revenues rather than waiting to go up a pay scale. The franchise has doubled revenues in the past six years and is now turning over around .million, with plenty of potential for more given the large sie of inster’s territories. ur focus on uality has really helped us grow. e don’t nd it hard to win business, the trick is keeping it. That’s why we rigorously recruit reliable cleaners and have brought in an ofce manager to boost the service we provide. stablished in , inster has been


Minster Cleaning Simon Vamplew


Simon had been in charge of Minster Cleaning’s Gloucester franchise for 10 yer en e fir o  o on arrived. “Having children changes you and you have to change your management style. I used to do a lot of things myself but it forced me to delegate and that was great. Putting a structure in has actually helped the business grow in the long term.” Being his own boss, with a trusted


team behind him, gives Simon the flexibility to be there for those dening childhood moments. I can work my diary around school events. I was there on their rst day, I can get to sports days and parents’ evenings. I wouldn’t be able to do that as someone else’s employee. n a day-to-day basis, Simon is around


for breakfast and dinner with his family. I’m back by .pm, so I was there for most bath times. Sometimes things come up, which, as the boss, you have to deal with. ut, generally, you’ve got that flexibility. is family has also benetted from the nancial security that comes with owning a commercial cleaning management franchise. It’s a low-risk industry that allows you to ride out economic peaks and troughs because of the essential business-to-business nature of the work. nd it’s what attracted Simon to inster in the rst place.


Funnily enough, it was my dad that


encouraged me to do it. I was in my late s, but inster showed me a -year business plan and I could see a long-term


a full member of the ritish Franchise ssociation since  and is the ’s largest commercial cleaning franchise with branches across the . Since Simon started, training and


support has become an even more crucial part of inster’s success. Franchisees are given ongoing support with operational management, administration, bookkeeping, marketing and IT, as well as professional advice in complex areas, including employment law, health and safety, and environmental legislation. alf of inster’s branches turn over in


excess of million and the group’s total revenue is million. Simon is targeting revenues of million, which would put him alongside the top-earning branches. The initial start-up cost of a new


franchise is , plus vat, , of which is allocated to a marketing launch package using a highly effective strategy that’s constantly being rened. nd if you reuire nance, inster will provide business models that you can share with banks.


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