Spotlight: Vodafone T OP INVES TMENT OPP OR TUNITIES S HO W C A S E SP TLIGHT
For James Lofthouse, running Minster Cleaning fra nchises has become a fa mily aff air. All three of his sons are now involved in making the Sheff ield and Derby businesses a success.
T
wo of James’s sons, Charlie and Edward, bought the Sheffi eld franchise in June of this year having spent several
years taking care of day-to-day operations. They’ve been key to its growth, taking revenues towards £4million, and with Sheffi eld in safe hands, James was able to purchase the Derby franchise in 2022. Running the Sheffi eld
franchise so effectively also demonstrated Charlie and Edward were ready to take on ownership, says James. “Sheffi eld has always been an award- winning franchise so there was pressure on them to make sure it performs, and the lads have really proved themselves.” Of course, working closely
with family won’t suit everybody. James says the key to continued harmony in the workplace is setting clear boundaries between family mode and offi ce mode, right from the start. It’s a policy that’s obviously paying off. Equally importantly, James
has complete trust in Charlie, who joined straight after school, and Edward, who studied accountancy and came on board full time in 2021. “I have been able to rely on them completely,
allowing us to focus on growing and improving the business. Another great advantage has been the shared commitment to our business goals. Knowing one day they would have the opportunity to take over has given them a strong sense of purpose.” Charlie and Edward’s
complementary skills, supported by their father’s light-touch mentorship, have proved to be a formidable combination. And it made the decision to buy the franchise together an easy one for the brothers. The fundamental strengths
of the Minster Cleaning business model – from the recession-resistant nature of commercial cleaning to the large and exclusive territories on offer – also gave them confi dence. They’ve seen these attributes demonstrated time and time again throughout the economic ups and downs of their father’s time as a Minster Cleaning franchisee. James originally bought the
Sheffi eld franchise before the fi nancial crisis of 2007, but he was cushioned from its impact because of the franchise’s diversifi ed customer base and recurring revenue streams. Similarly, when Covid hit,
“Minster Cleaning delivers a reliable and consistent income that provides a good profit”
“some sectors closed down, but demand in other areas such as medical facilities grew. So, we continued to progress as a business during the pandemic. We also had brilliant support from the Minster Cleaning head offi ce with the mechanics of the furlough scheme,” says James. As Edward explains, it’s a
business model with the critical attribute of certainty: “A Minster Cleaning franchise delivers a reliable and consistent income that provides a good profi t.” This sets a strong foundation for growth for franchisees keen to expand their customer base. To prove the point, the brothers are targeting turnover of £5million per year. As with all franchisees, they’ll also be backed by Minster Cleaning’s comprehensive support, which includes marketing, training, HR and IT resources and guidance, as well as a network of fellow
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