For local franchise operators, social media is a moving target. You post often, build followers, and collect likes — but it’s hard to tell if those metrics are really leading to sales.

Actually, according to SproutSocial, only 30% of marketers report being able to accurately measure social media ROI.

The actual measure of success isn’t the number of people who like your posts — it’s the number of people that walk into your store, make a sale or return again.

To convert your online effort into genuine growth, you must look past vanity metrics and look at what drives local results instead.

1. Define What “Return” Is for Your Region

Every franchise location defines success differently. Maybe you want to drive more local traffic, increase catering orders or build your email list. Whatever it is, defining what  ROI is for your franchise is the first step to being able to measure it.

Ask yourself:

1. What do I want customers to do after seeing my social posts?
2. How does social fit into my overall local marketing plan?
3. What can I measure that has a direct relationship to revenue or repeat business?

When your social media goals are aligned with your local business goals, each piece of content makes sense — and it’s a breeze to measure ROI.

2. Prioritize Engagement That Converts to Actual Results

Comments and likes are great, but those alone don’t pay the bills. Instead, track action-oriented engagement — the kind that shows customers are moving from interest to action.

For example:

• Clicks to your web order or booking page.
• Coupon or promo code redemption from social posts.
• Pings on your services or seasonal promotions.
• Messages or calls that turn into appointments or sales.

These are all signs that your social presence is doing more than make people smile — it’s generating real opportunities that impact your bottom line.

3. Connect Social Activity to Local Results

To actually track ROI, connect your social efforts with actual business results. This may be as easy as monitoring what campaigns drive visitors to your site or recording what social offers yield the best responses.

Examples:

• Create a “local loyalty” campaign on Facebook using a special promo code.
• Check using Instagram Insights how many people tapped “Directions” to your location.
• Compare sales weekly prior to and subsequent to a social campaign in order to determine trends.

Even small observations like these tell you what posts or promotions encourage customers to buy — giving you a glimpse into what excites your market.

4. Track What You Spend Versus What You Receive

Social media ROI isn’t just about ad spend — it’s about the way your time and effort convert into growth.

When you post regularly and engage your local audience, you establish trust and visibility.  

Ask yourself:

1. How many hours per week do I spend managing social media?
2. What returns am I seeing — more traffic, larger ticket sizes, repeat visits?
3. Would automation tools or branded templates save time and keep posts professional?

Franchise owners who treat social media as a responsible investment — not as one more daily task — see tighter, more focused results.

5. Think Beyond Immediate Sales

Not every social post will generate an immediate sale, and that is okay.

Some campaigns build your reputation, increase visibility in your community or forge relationships that lead to future rewards.

Monitor for long-term indicators such as:

• Increases in local followers and repeat activity
• More positive reviews and mentions online
• Higher event attendance or community engagement
• Greater customer loyalty and retention

These outcomes mean your franchise is still top-of-mind — and that’s likely the biggest ROI you’ll ever experience from social media.

6. Discover What Works Locally — and Do It Again

The best marketing systems are simple and replicable. Once you understand which posts or promotions generate the strongest results in your area, turn them into templates to re-use again and again every year. 

Examples:

1. A regular “local spotlight” feature with residents.
2. Seasonal contests or giveaways that generate interaction and traffic.
3. Short video clips of new products or behind-the-scenes action.

By making proven ideas repeatable campaigns, your promotion is easier to implement — and ROI easier to measure.

Keyrenter Property Management, a residential real estate franchise, has named Kioumars Amini senior vice president of franchise development. Amini is responsible for managing the brand’s strategic growth and overseeing the entire sales process from lead generation to signed agreements. His previous experience includes founding Select Realty Management, a Boston-based real estate development firm, and serving as chief development officer for The Franchise Crew, where he advised on a broad range of real estate investment opportunities.

Amini said he was drawn to Keyrenter Property Management and its culture after meeting the two founders, Aaron Marshall and Nate Tew. “I’m excited to help bring new franchise owners into the system and support them in becoming successful in property management. I enjoy learning about people’s goals and motivations, coaching them and becoming a trusted advisor,” he said. “My experience has given me a strong understanding of franchising, business development, regulations and working through franchise disclosure documents. I’ve also been in the trenches myself, building small businesses, which gives me a practical perspective when working with candidates.”  

Amini said Keyrenter’s model is based on helping people maintain ownership as landlords. “This ultimately builds wealth and long-term assets. That ability to create generational wealth is what makes this industry so impactful. Staying true to the model is essential to Keyrenter’s growth. Strong marketing and networking are also critical, along with being actively involved in the real estate community.”

Tew said Amini’s real estate background will help foster Keyrenter’s future success. “Based on the talent, experience and know-how he brings to the organization, we’re confident he’s the right choice to unleash our brand’s full potential and take our organization to the next level of performance and success,” Tew said.

About Keyrenter Property Management

Founded in 2007 and franchising since 2014, Keyrenter Property Management provides tenant-focused property management solutions. Its business model is built on recurring monthly revenue and expansive territorial rights, which support sustainable growth. The Keyrenter network has 84 franchisees operating across 94 territories nationwide.

• Bob and Kera Hamilton are father-daughter business partners who own three FACE FOUNDRIÉ units in Florida.
• After 25 years in law enforcement, Bob moved into franchising. Much later, Kera, a registered nurse, joined her dad as FACE FOUNDRIÉ franchise owners. Bob has invested in three brands. 
• Kera handles daily operations of the FACE FOUNDRIÉ skincare franchises; Bob leads overall business development and is their troubleshooter.
• They say upfront due diligence, clear communication and trust are keys for family businesses to succeed.

Bob Hamilton knew his daughter Kera already had a good head for business while still in her teens. Her early tendencies have blossomed into a father-daughter business partnership as co-owners of three FACE FOUNDRIÉ skincare franchise locations in Florida.

“While Kera was growing up, it was clear to my wife, Jill, and me that she possessed exceptional communication skills and a curiosity about business,” says Bob, a multi-unit, multi-brand franchise operator. “We encouraged Kera to pursue business electives in high school, where she excelled. Even after she completed her nursing degree and began working in a clinical setting, her interest in business strategy remained strong, making it evident that we should explore business concepts together.” 

Family businesses like theirs generate 57% of the U.S. gross domestic product and employ 63% of the nation’s workforce, according to U.S. Chamber of Commerce statistics. Multi-unit franchise ownership, which has been key to the FACE FOUNDRIÉ system’s growth, is fairly common across the U.S., too: 19.3% of franchisees operate two or more units, per the 2026 Franchising Economic Outlook report of the International Franchise Association.

Their Franchising Duties and Portfolios 

FACE FOUNDRIÉ, which specializes in “all things face,” including facials, brows and lashes, was Kera’s first franchise investment. A registered nurse and licensed esthetician, she oversees the daily operations of their FACE FOUNDRIÉ skincare franchises, including team development, marketing, guest experience, human resources, payroll and strategic growth initiatives. She concentrates on operational excellence, supporting leadership teams, and creating an elevated experience for employees and guests.

Bob leads business development and handles high-level oversight. He had served in law enforcement for 25 years before becoming a Planet Fitness franchisee in 2009, and he’s adding a 60^th gym to his portfolio this year. 

Appeal of FACE FOUNDRIÉ 

Although Bob also has invested in multiple North and South Carolina units of 7 Brew, a drive-thru-only coffee shop franchise, the Hamiltons mainly have prioritized wellness and health as entrepreneurs. 

“That’s intentional. We have always centered our work on helping people improve their health, confidence and overall well-being. The FACE FOUNDRIÉ franchise felt like a natural extension of that passion because it makes professional skincare approachable, affordable and accessible,” Kera says.

“As someone with a healthcare background, I appreciate that the brand focuses on results-driven treatments while maintaining a welcoming environment for all guests. This concept fills a gap in the market by offering high-quality skincare in a modern, efficient format, and I immediately saw the potential for both meaningful client impact and long-term growth.”

Bob agrees with Kera’s assessments and mentions the attractions of the franchise’s membership model and scaling potential. “We did our due diligence by meeting with Michele Henry [the brand’s founder and CEO] and the corporate team in Minneapolis. We were impressed by Michele’s leadership and vision.” 

Working with Her Dad

Kera’s mother, Jill, as well as her father (pictured together below at grand opening), blazed the path toward franchising. “Growing up, I had a front-row seat to entrepreneurship and watched my parents successfully build and operate businesses together. Seeing their work ethic, commitment and ability to overcome challenges gave me the confidence to pursue business ownership myself. Partnering with my dad felt like a natural fit because I had spent my entire life watching him lead with integrity, resilience and a strong work ethic.”

Working with Bob gave Kera “an even greater appreciation for how calm and steady he remains during challenges. No matter what obstacle, he is able to step back, assess the situation and find a solution. He is also the fixer for all thing’s construction-related across our locations. If something breaks, he usually has a solution before anyone else even notices.”

Their co-ownership in the skincare franchise also has taught her to trust her leadership instincts. “Having my dad’s support has given me confidence and helped me recognize my own ability to make decisions and lead a growing organization,” Kera says.

For his part, Bob describes the collaboration as “one of the most enjoyable chapters of my career. Watching her evolve into a seasoned business professional over the last four years has been incredibly rewarding, and I have personally discovered how much I value the ongoing mentorship aspect of our partnership.”  

Advice about Family Businesses

The Hamiltons enjoy working as father-daughter business partners, but caution that it’s not for everyone and requires an extra layer of due diligence before investing. 

Kera says family members must ensure they’ll be comfortable having the honest, difficult conversations required when business challenges erupt. She further advises that family members must carefully protect their non-work relationships. 

Bob counsels that all parties must share the same vision, clearly understand individual responsibilities, respect others’ turf and maintain a high level of trust. “Open communication is essential to balancing the family dynamic with personal responsibilities,” he says.

To Learn More

Visit FACE FOUNDRIE for details about franchise opportunities with the brand, which has grown to 80 units open nationwide since its founding in 2019.

• Fibrenew franchisees Mike and Jonathan Hill had previous business experience that hadn’t provided the flexibility they wanted.
• The Hills chose Fibrenew franchise ownership to be able to work together, apply their skills and interests, achieve greater work-life balance and build a family business.
• The father-son franchise owners now operate two Fibrenew territories in North Carolina.

Mike Hill had launched and operated numerous businesses – trophy shops, bowling centers and three restaurants including two Godfather’s Pizza franchises. He tried retirement, but that lasted just six months before he saw a new opportunity that represented something more meaningful. This was a chance to build a family business with his son, Jonathan.

Jonathan had held various jobs, including working for his dad and new owners who bought Mike’s businesses. He recently taught graphic design and printing at a local high school. But he didn’t see a satisfying future in any of those roles. “I wanted to find something I could do for 20-plus years,” he says.

Mike and Jonathan researched franchise opportunities and landed on Fibrenew. The mobile franchise specializing in repair and restoration of vinyl, leather, plastic and fabric met all their requirements. The father-son franchise owners now operate two North Carolina territories, launching Fibrenew Holly Springs in the summer of 2023 and purchasing Fibrenew Fayetteville-Sandhills from a previous owner in March 2025.

Fibrenew’s Advantages for the Father-Son Franchise Owners

1. Flexibility

Mike was used to hard work, but he didn’t want to own another business that owned him. “Fibrenew gave me the opportunity to work with my family and have a flexible schedule that we could adapt to attend family events and take a vacation here and there, which I couldn’t do when I was my own head mechanic at a 12-lane bowling center,” he says.

Jonathan agrees. “We wanted to work in something where we’d be able to see each other, but also have some flexibility in our schedule. Fibrenew offers an irresistible work-life balance not available within a normal 9-to-5,” he says. “I knew since I started college that I didn’t want to be tied to a desk in a cubicle every day for the rest of my working life. It seemed like I’d be happier doing different things, working outside and getting to interact with a wide variety of people.”

2. Entrepreneurial Freedom

The father-son franchise owners wanted the structure and proven business model offered through franchising. They also wanted freedom, not only to manage their daily schedules, but also to decide when and who to hire, scale the business, apply their own skills and experience. In addition to the tools provided by Fibrenew, including the brand’s Color Eye technology and AI-powered Fibrebot to address customer inquiries, Mike and Jonathan wanted the flexibility to devise tools and systems that worked best for them, such as coding systems they developed for naming new requests and clients so they could identify the types of jobs at a glance.

“We also put a lot of effort into setting up custom templates, pre-made quotes and email automation,” Jonathan says. “While not everyone takes the time to do that, it saves a tremendous amount of time once it’s up and running. With us managing multiple locations, having these organized systems in place is vital.”

Mike and Jonathan also have the freedom to specialize in certain types of restorations and repairs or be generalists. Fibrenew’s services include residential and commercial repairs and restorations of automotive, marine and aviation interiors, light upholstery, and vinyl siding and window casings. So far, the father-son franchise owners have been too busy to concentrate on specific segments of the market, but Mike plans to approach builders and siding and window installers. “I want to build up that side of the business because it’s a great return on the effort and skill level required. It’s part of the business that could easily be taught to employees and scaled.”

3. Training and Support

“Our training and support from Fibrenew has been phenomenal from day one,” Jonathan says. “Anytime we’ve needed something, we’ve only had to contact support team members who quickly got back with us. We highly recommend the training in person, but the online training is a great option, as well, to get you started on your business journey. The continuing education seminars are equally great. You can also access a breadth of knowledge within the ‘hallway conversations,’ as we like to call them, with other franchise owners.”

Mike echoes his satisfaction. “If you follow the directions that Fibrenew gives you, there’s no way you can fail. They have a well-established system that’s worked for many years, and they continue to improve it. If you fail, it’s 100% on you, because you just have to go out and do the work. If you’re looking to get into this business, whether by yourself or with a close family member, don’t hesitate.”

4. Being Able to Work Together

Building a family business has been the greatest reward for the father-son franchise owners. “Working together as a team is also a huge advantage,” Jonathan says, particularly with repairs involving color matching. “We can talk through the process, bounce ideas off each other and figure solutions out together. Two brains are definitely better than one, so that has sped up the learning process through discussion and reinforcement.”

Learn more about the Fibrenew franchise.

• Callvera AI-powered contact center, which is specifically built for franchises, handles inbound and outbound calls, text messages and emails with franchise customers as well as prospective franchisees.
• Callvera’s technology has been trained on hundreds of thousands of calls to understand the context of inquiries, respond to questions and book appointments directly into clients’ CRM systems.
• Ongoing customer service is a priority for Callvera, which works alongside clients as their “AI team.”  

Artificial intelligence drives Callvera contact center services, including inbound and outbound calls, text messages and emails with prospective and current customers, as well as franchise candidates. But, while AI is the tool, customer service has been the key differentiator for this brand – now and over the past 10-plus years as the business evolved.

Callvera’s AI-powered contact center is purpose-built for franchises. The technology was trained on hundreds of thousands of calls previously handled by the company’s in-person call center, enabling the AI agent to respond efficiently, understand the context of inquiries, answer questions, and book estimates or services directly into clients’ CRM systems. Human interaction is not needed unless the caller wants to speak to a person, then the system makes a live transfer.

Co-founder and Chief Revenue Officer Jay Scott says Callvera doesn’t just provide a do-it-yourself AI tool. “Callvera actually becomes your AI team, working alongside you indefinitely from implementation through training, maintenance and updates,” he says. “If something needs to be changed, if you have seasonal specials, if you want to open another franchise brand, we’ll work with you on that.”

Built for Franchises

“We’ve been running call centers for more than 10 years, and we’ve seen a lot of the ups and downs in the space,” Scott says. “Based on a lot of feedback from our clients who had been working with other call centers that were dropping the ball, not always answering every call, missing leads, AI just seemed like the most logical conclusion to help as a tool that doesn’t require constant training, doesn’t churn, and stays on top of every lead no matter what. So, we developed the AI tool purpose-built for franchising from the ground up.”

Callvera not only handles calls intended for franchisees such as requests for general information, estimates or service, but also supports franchise development for franchisors. “We speak with a lot of fran-dev teams that have leads that fall through the cracks because they have more than they can manage. It’s something they all struggle with,” Scott says. “But at the end of the day, your ‘zees will make more sales, your fran-dev teams will make more sales. You don’t have to worry about following up. There won’t be a stone unturned with your sales funnel.”

AI Versus Humans

Callvera’s AI-powered contact center responds to 99% of calls, texts or emails with no downtime, compared with the average 80% response rate of human receptionists, company officials say. Scott points out that just one missed call to a roofing brand, for example, could result in the loss of a contract worth several thousand dollars.

HorsePower Brands, a franchisor with nine home services brands in its portfolio, was one of the first to replace its internal call center with Callvera’s AI-powered contact center. The transition resulted in an improvement in customer sales conversion rates from 40-45% to 50-55% in a little less than a year across all HorsePower’s brands, according to a Callvera case study.

A HorsePower manager says in an online interview with Callvera co-founder and CEO David Finneran that she was pleasantly surprised at how quickly the AI bot trained to understand HorsePower’s business needs and handle questions from the brand’s customers. “When you’re working with live agents, you have to train them on processes and procedures, but they’re human and mistakes are going to be made,” she says. “But it’s so nice to see with the AI that once we’ve trained it, it remembers and retains that information and we’re not having to go back and retrain it. It’s learning as it’s being asked more questions.”

Advantages of Callvera’s AI-Powered Contact Center

1. Seamless Implementation

• Easy-to-use admin platform that enables franchise clients to onboard multiple locations efficiently.
• Full admin access for clients to maintain accounts independently without waiting on vendor support.
• Ability to make real-time updates and tweaks as needed.

2. Advanced AI Technology

• AI agent that answers 99% of incoming calls with no downtime.
• Natural-sounding conversations that overcome skepticism about voices sounding robotic.
• Comprehensive training process with rapid implementation of client feedback.
• Memory retention that eliminates need for retraining, as happens with human receptionists.

3. Multi-CRM Integration

• Ability for franchise clients to work with the CRM that best fits their business models.
• Seamless integration across multiple platforms.

4. Inbound and Outbound Capabilities

• Robust inbound call handling with immediate answer rates.
• Sophisticated outbound calling program delivering strong results.

For more information, visit Callvera’s AI contact center.

• Little Greek Fresh Grill has grown to 50 locations with about 80% operated by franchise partners.
• The Greek QSR franchise is expanding with a new development agreement for up to 30 South Florida locations.
• The brand stands out with fresh, made-to-order Mediterranean dishes and strong customer loyalty.
• Little Greek supports franchisees with training, site selection, marketing and streamlined operations.

When it comes to competition, Little Greek Fresh Grill has found the right ingredients to thrive in a crowded QSR market.

Combining the growing appetite for healthful fast food and a strong franchise system with a people-first approach, the Tampa-based brand boasts 50 locations across Florida, Arkansas, Illinois, Kentucky, Ohio and Texas, with approximately 80% operated by franchise partners.

With a loyal customer base and growing brand recognition, Little Greek has seen steady franchise growth, supported by a recent partnership agreement to develop up to 30 locations in the Miami and Fort Lauderdale area over the next 10 years. Overall, Little Greek expects to reach 100 open locations in Florida alone. 

“We’re confident Little Greek will be a strong fit for the Miami and Ft. Lauderdale community because guests in Florida already love fresh, high-quality food served with genuine hospitality,” says Bryan St. George, chief operating officer and vice president of operations.  

Quality, Authenticity Are Key 

Little Greek Fresh Grill opened in Tampa in 2004 and quickly found a following for its fresh made-to-order dishes inspired by traditional Greek recipes with a modern American twist. 

In 2011, restaurateur Nick Vojnovic recognized the potential to expand and joined forces with founder Sigrid Bratic to franchise. The pair carefully preserved the quality and authenticity that had earned Little Greek a loyal following.

With a diverse menu of traditional favorites — from gyros to souvlaki, salads to gluten-free options — it has wide appeal to families, health-conscious diners and those exploring Mediterranean cuisine for the first time.

It is also reaching new fans with its growing presence at baseball, soccer, hockey and concert events. With Tampa Bay-area locations at Tropicana Field and Benchmark International Arena, the brand is looking at the live events space as an avenue for future expansion.

“Little Greek has evolved from a single location to a beloved franchise, yet our mission stays the same: to share the vibrant and healthful spirit of Greek cuisine with customers everywhere,” says Vojnovic.

A Good-For-You QSR

Driven by the demand for healthy, fresh ingredients, Mediterranean fare is one of the fastest-growing segments in the foodservice industry. According to DataIntelo, the global Mediterranean QSR market was valued at just over $22 billion in 2025, and is expected to reach $45.8 billion by 2034; North American diners are by far the largest consumers, with a 38% market share.

The Little Greek Fresh Grill is not alone in this market, but one of the things that sets it apart from similar QSRs that rely on pre-made items, is that menu items are made fresh daily and prepared to order with quality local ingredients. The popular dolmades (stuffed grape leaves) for example, are crafted through a 17-step, two-and-a-half-hour process.

The key differentiator is ensuring that the handmade quality of the original is evident throughout the franchise system.

“Our customers are incredibly loyal because they know the flavor, freshness and value we deliver are hard to match and they continue to reward us with repeat business,” says Vojnovic. 

Franchise Opportunity

Backed by a seasoned leadership team, Little Greek Fresh Grill has honed its business approach over two decades of experience and expertise, which makes it easy for franchisees to start their business on a solid foundation.

“We understand the needs of both our franchisees and customers which has allowed us to be a leader in the competitive QSR space,” says Vojnovic.

Restaurant experience is not a requirement, but the brand prioritizes owner-operators who are passionate, hands-on partners deeply involved in their restaurants and their communities. A love for Mediterranean cuisine is a plus.

The company provides comprehensive training and end-to-end support, including assistance with site selection and access to a streamlined supply chain and local and national marketing strategies. Its efficient operational systems help to simplify daily operations.

Also attractive are The Little Greek’s lower startup costs, which can range from $150,000 to $350,000 depending on location, builtout requirements and other factors. Multi-unit opportunities are also available.

“From point-of-sale processes to inventory management and marketing support, we take care of the complex logistics so owners can focus on creating a great customer experience,” says St. George.

Visit Little Greek Fresh Grill for more information.

• The IFA World Franchise Show will showcase hundreds of brands from around the globe for potential franchisees.
• A New York City Dunkin’ restaurant has gone all-out Barbie, with bright pink enveloping the interior and even extending to some specialty beverages. 
• Premium Service Brands, an umbrella franchisor, has added Wise Coatings to its portfolio. Wise Coatings applies surfacing to concrete floors.
• Undergraduate by Hilton, an upper-midscale hotel franchise, will serve visitors to college and university locales.

The IFA World Franchise Show, a joint venture by the International Franchise Association and Business Show Media, will connect more than 300 franchise brands with prospective owners. The show will be held Sept. 25-26 at the Broward County Convention Center in Fort Lauderdale, Fla.

Exhibitors will represent a vast range of industries, from restaurants and child enrichment to fitness and home services, plus much more. The Ibero-American Federation, the Brazilian Franchising Association and the Canadian Franchise Association will host pavilions for networking related to their areas of the globe.

Speakers include Britt Riley, CEO and founder of Haven; Bradford Reynolds, CEO of Gold’s Gym; Ashley Clark, a multi-unit franchisee with Kilwins Chocolates, Fudge & lce Cream; Anthony Padulo, chief development officer of Arthur Murray International Inc.; Sean Oatney, director of franchise sales for Planet Fitness; Laura Sintes, a School of Rock franchisee; Jeff Perera, co-founder of Jeff’s Bagel Run; and Dave Mortensen, co-founder and board member of Purpose Brands. 

Click here to register as a show attendee. Visit this webpage to find out about exhibiting.

Dunkin’ Debuts Barbie DreamHouse in NYC

Guests can steep themselves in all things pink at the two-story Dunkin’ Barbie® DreamHouse, 265 W. 37th St. in Manhattan. Admission is free to the Dunkin’ restaurant wrapped in Barbie pink and equipped with pink menu boards, pink stair risers and a bakery case filled with pink-frosted doughnuts. There’s Barbie-themed merchandise available, too.

Dunkin’ ups the ante with pink beverages: The Ultimate Pink Daydream Refresher, Strawberry Cloud Matcha, Almond Strawberry Shortcake Iced Coffee and Strawberries & Crème Cloud Dunkalatte are all topped with Barbie Pink Strawberry Cold Foam. 

The Barbie extravaganza at the New York shop will last through June.

Premium Service Brands Acquires Wise Coatings

Premium Service Brands, the parent of North American home services franchises, on Wednesday announced that it has acquired Wise Coatings, a residential and commercial floor coatings franchise. Florida-based Wise Coatings has 22 locations in 20 states, PSB said in a news release. 

Wise Coatings provides durable surface treatments for concrete floors in locations like garages, basements, patios, warehouses and showrooms. “This acquisition strengthens our ability to serve homeowners more comprehensively while creating additional opportunities for franchise owners across our network,” said Paul Flick, founder and CEO of Premium Service Brands.

Virginia-based Premium Service Brands plans to invest in growing Wise Coatings to expand its services and enhance franchise development, marketing support, operational resources, technology investments, and strategic growth initiatives. Whitney White, CEO of Wise Coatings, said in the news release that “PSB’s track record of franchise growth, operational excellence and franchisee support makes them an ideal partner for our next phase of growth. We are excited about the opportunities this creates for our franchise owners, employees and customers.”

New Brand: Undergraduate by Hilton

Undergraduate by Hilton is a new upper-midscale hotel franchise brand that will host visitors to college and university towns, including prospective students, parents and families, alumni, sports fans and conference guests. In an early June news release, McLean, Va.-based Hilton said the new brand complements its fully upscale Graduate brand serving collegiate areas.

The Undergraduate brand has long-term potential for 400 to 500 hotels, according to Hilton, with the first expected to open next year. Undergraduate by Hilton will leverage new-build and conversion projects located close to campuses. The brand will feature public spaces – lounge- and library-like areas – that are welcoming hangouts with baristas.

In the news release, Chris Silcock, president of global brands and commercial services for Hilton, said his company constantly evolves to connect with travelers. “With Undergraduate by Hilton, we’re broadening the stay experiences we offer, pairing community-led experiences with the scale of Hilton’s global platform to expand choice and deliver long-term value for owners,” Silcock added.

Wag N’ Wash Launches Mobile App 

The Wag N’ Wash franchise has debuted its first mobile app, which delivers an array of consumer-friendly functions, according to a Tuesday news release on Franchising.com. Based in Michigan, Wag N’ Wash is a spa-store combination for dogs and cats that provides self-service wash stations and full-service professional grooming along with sales of pet foods and toys.

The app lets customers shop, book grooming appointments and manage their rewards; the app also sends out updates on appointments, promotions and account activity. The Wag N’ Wash mobile app, easily accessed via biometric login, may be downloaded from the Apple App Store and Google Play Store.

Freddy’s Frozen Custard & Steakburgers, a Kansas-based fast-casual restaurant concept, has named Jackie Lobdell vice president of franchise sales. Lobdell brings extensive franchise development experience to the brand as it approaches its milestone 600^th location. She previously held roles with Slim Chickens and FOCUS Brands (now GoTo Foods). In her new role with Freddy’s, Lobdell identifies prospective franchisees and guides them through the discovery process.

“Freddy’s stood out to me because of its strong culture, clear growth trajectory and commitment to doing things the right way,” Lobdell said. “I’m most excited about being part of Freddy’s continued growth and helping to expand an already strong brand. There’s incredible opportunity ahead, and I look forward to building meaningful relationships with new and existing franchisees while driving strategic development across the system.”

Lobdell emphasized agility in areas such as real estate and development, along with staying attuned to consumer trends, as key factors in maintaining Freddy’s competitiveness. “Keeping a pulse on both the guest and the operator is critical.”

Franchise Growth

Freddy’s also has welcomed Rafik Farouk as vice president of business development, further highlighting the brand’s dedication to sustainable growth.  

Andrew Thengvall, Freddy’s chief development officer and chief legal officer, said Lobdell and Farouk bring industry knowledge, strategic insight and proven development expertise. “Rafik and Jackie will enhance our ability to grow thoughtfully, attract the right franchise partners and unlock new opportunities for Freddy’s,” he said.

Lobdell said meaningful partnerships, a compelling brand story and an organized development strategy are the foundation for franchise growth. “Franchisors need to prioritize listening to their franchisees and fostering a truly collaborative relationship. The most successful systems are those where franchisees feel heard and supported.”

About Freddy’s Frozen Custard & Steakburgers

Founded in 2002, Freddy’s is known for its cooked-to-order steakburgers, all-beef hot dogs, shoestring fries and freshly churned frozen custard treats. The fast-casual restaurant brand has expanded to 580-plus locations across North America. 

• Liqua-Roof franchises use a patented resurfacing system to restore aging asphalt shingles with real roofing granules.
• The service offers homeowners a faster, less disruptive alternative to a full roof replacement.
• Spray-Net founder Carmelo Marsala developed the system after years of research, testing and equipment innovation.
• Backed by REP’M Group, the new roof resurfacing franchise provides owners with training, marketing, equipment and operational support.

When an aging roof starts to lose granules, many homeowners opt for a full roof replacement. The job can be expensive, disruptive and wasteful, even when much of the roof is still structurally sound.

Liqua-Roof, a new franchise created by Spray-Net founder Carmelo Marsala, is offering an innovative fix. The company uses a patented roof resurfacing system designed to restore asphalt shingles with real roofing granules, offering a new solution for customers who may not need a full replacement.

“This is not a roof paint, this is not a roof rejuvenator, this is a roof resurfacing solution,” Marsala says.

Liqua-Roof solves a common roofing problem. Asphalt shingles are protected by granules. When those granules wear away, the roof becomes more vulnerable to damage. Paints and coatings may cover the surface, and rejuvenators may help shingles regain some flexibility, but Marsala says they do not truly replace what the roof has lost. 

Liqua-Roof does. Its system uses roofing granules and a proprietary resin to rebuild the shingle surface. The process is designed to put granules back onto the roof, improve the roof’s appearance and help extend its life without the cost, time and mess of replacement.

Homeowners get a roof that looks like a new shingle roof at a fraction of the cost of replacement. The process can often be completed in less than a day, with no piles of torn-off shingles, no nails scattered around the yard and less waste going to landfills.

Liqua-Roof gives franchise owners something different to offer in a crowded roofing market. Instead of selling repairs or full replacements, franchise owners offer a premium resurfacing service that extends the life of roofs.

From Spray-Net Innovation to Liqua-Roof

Liqua-Roof grew from the same kind of innovation that made Spray-Net stand out in painting.

Marsala founded Spray-Net after seeing a problem with traditional painting. As a young painting franchisee, he realized conventional paint was not built for every exterior surface. It could change the color of a home, but it was not always designed to deliver a factory-quality finish on surfaces like vinyl, aluminum, brick, doors, windows and siding. He built Spray-Net around custom chemistry and a more controlled application process. Liqua-Roof follows its playbook.

The idea for Liqua-Roof began in 2016 during a Spray-Net estimate. A homeowner wanted to update the outside of his home but did not want to invest in other improvements while the roof still looked old. Marsala wondered if there was a way to change the roof’s appearance without making it look painted.

That question led to years of research. Marsala and his team studied how shingles are made and how granules give a roof its color and protection. The team learned that restoring granules could not only improve curb appeal, but could help strengthen the roof.

Liqua-Roof is not a thin coating. Because it uses real granules, the team had to create both the chemistry and the equipment to apply it. “We tested and destroyed more than $100,000 worth of pumps before realizing we needed to build a proprietary system.”

Today, Liqua-Roof’s specialized equipment allows operators to apply the product from the ground. Depending on roof pitch the system can spray up to 2,000 square feet per hour. The result is a resurfaced roof that looks like a new shingle roof, not a painted roof.  

Roofing Resurfacing Franchise 

Marsala recognized that Liqua-Roof needed its own identity. “As a roofing system rather than a coating or paint product, it simply wouldn’t have reached its full potential under the Spray-Net brand,” Marsala says. At the same time, roofers, real estate professionals and home services entrepreneurs were asking about Liqua-Roof as a standalone opportunity.

Now Liqua-Roof is launching with support from franchise development organization REP’M Group. The franchise model is designed for owner-operators and growth-minded entrepreneurs who want to build a local home services business. Roofing experience is not required. Liqua-Roof provides training, marketing support, sales tools, lead handling, proprietary equipment and ongoing operational support.

Owners receive access to a patented system, hands-on production training, sales coaching, launch marketing, an in-house call center and the equipment needed to start completing jobs. “Liqua-Roof gives homeowners a better choice, giving contractors a stronger referral option and franchise owners a business built around real innovation,” Marsala says. “Our vision is to be widely recognized as the smartest, most cost-effective way to strengthen a roof and extend its life.”

For more information, visit https://www.liquaroof.com/.

• Yum! Brands will sell Pizza Hut for $2.7 billion to Yum China and LongRange Capital.
• Yum China will acquire the chain’s mainland China business, while LongRange will buy its other markets.
• The sale follows years of weak U.S. sales for Pizza Hut, which has nearly 20,000 locations worldwide.

Two companies will pay Yum! Brands a total of $2.7 billion for its languishing Pizza Hut chain. Reports from ABC News/Associated Press, The New York Times and The Wall Street Journal say Yum China will acquire Pizza Hut’s locations in mainland China, and LongRange Capital, a Connecticut-based private equity firm, will buy its locations in the U.S. and elsewhere.

LongRange Capital will spend $1.5 billion, and Yum China will chip in $1.2 billion. Pizza Hut is the second-largest American pizzeria operator, The Wall Street Journal reported, citing market research firm Technomic; it has roughly 6,300 U.S. stores and achieved $5.1 billion in domestic sales last year, according to Technomic. Globally, Pizza Hut operates about 20,000 stores.

Pizza Hut’s Struggles

Yum! Brands, a Louisville, Ky.-based umbrella restaurant franchisor, also owns Taco Bell and KFC. Both of those chains have continued to perform well despite many consumers reducing their dine-out meals. 

But Pizza Hut has been a drag on the umbrella franchisor’s overall performance. U.S. sales at the chain have fallen for roughly two years, The Wall Street Journal said. “These transactions enable Yum! to be a more focused company,” Yum! Brands CEO Chris Turner said in a news release.

“Pizza Hut has long been the weak link in Yum!’s portfolio,” Neil Saunders, managing director of GlobalData, said in the ABC News/Associated Press report. “Despite efforts to revitalize the brand and shut underperforming locations, it has become increasingly clear that pushing the division back into growth will require a level of investment and patience that Yum! is just not prepared to commit to.” By selling Pizza Hut, Yum! Brands can focus more on its brands with stronger sales, Saunders added.

Pizzeria Brands’ Bottom Lines

The U.S. pizza industry boomed right after the COVID pandemic but now has stalled. Citing Technomic data, The Wall Street Journal said domestic sales by fast-food pizza brands declined 0.3% last year as compared to 2024 – the lone food category (among 10 that are tracked) to post a drop. U.S. pizza chains’ $31 billion total for 2025 ranked sixth among restaurant categories, Technomic said; it had been fourth in 2019.

Pizza Hut’s business has performed better in China, The Journal said, with Yum! Brands stating the chain is the nation’s largest casual-dining brand, with $2.3 billion in 2025 sales. The chain operates 4,375 restaurants in China and offers a wide range of pizzas, plus steak and pasta, The Journal said. Yum China said acquiring Pizza Hut’s China business will help the company develop its menu, stores and operations.

In November, Yum! Brands disclosed it was evaluating options for Pizza Hut, including selling the brand known for its signature-red design scheme that extended to tablecloths, plastic cups, booths and restaurants’ blocky red roofs. Outside mainland China, Pizza Hut has about 15,500 restaurants in 108 countries and generated approximately $10 billion in annual sales, according to The Times. 

Pizza Hut History

Pizza Hut was founded in 1958 by two brothers who borrowed $600 from their mother to open a pizza restaurant in Wichita, Kansas. It was the largest U.S. pizza chain in 1977, when the founders sold it to PepsiCo for $300 million, equivalent to $1.6 billion in today’s dollars.

Under PepsiCo’s ownership, Pizza Hut expanded during the 1980s and 1990s, optimum decades for the franchise. And then during the late 1990s, PepsiCo spun off its restaurant operations — which included Pizza Hut, Taco Bell and KFC — into a multi-brand franchisor later called Yum! Brands.

Yum! Brands recently pivoted toward carry-out locations, a move that didn’t work out well. The fast-casual brand lost market share in the highly competitive pizzeria segment, The New York Times said. The Journal noted that other pizza brands also are hurting, including Papa Johns, which is closing restaurants. 

Despite the problems, Pizza Hut has opened some new restaurants this year, although it also has had many closures. The Hut had said it would close 250 stores during 2026. 

Shares of Yum! Brands were up about 2% at $158 in early trading Tuesday, The Times said. According to Yum! Brands, both transactions will close in the third quarter of this year. 

About LongRange Capital 

New owner LongRange Capital, a relatively small private equity firm, was established in 2019 in Stamford, Conn. The Times said LongRange has acquired or taken stakes in diverse midsize companies, including the 24 Hour Fitness gym chain; U.S. Synthetic, which develops technologies for the mining and energy industries; and Batesville, which makes caskets and other funeral-related products. 

LongRange Capital’s portfolio goes further afield with Pizza Hut, and Bob Berlin, a founder and managing partner at the private equity firm believes it can be turned around. “Pizza Hut is a beloved global brand with a rich heritage and a loyal customer base that few brands can match,” Berlin said.

• Spark Harbor, a franchisor focused on youth enrichment and activity brands, has acquired the Bach to Rock music school. Founded in 2007, Bach to Rock has 57 operating units and 10 more in development.
• Youth enrichment brands tend to be savvy, recession-resilient investments, according to financial firm William Blair & Co.
• The acquisition is a win-win-win, according to leaders of Bach to Rock, Spark Harbor and the seller, Cambridge Information Group.  
• Spark Harbor’s other franchises are Water Babies and USA Ninja Challenge.

Umbrella franchisor Spark Harbor has acquired Bach to Rock from Cambridge Information Group. The music school, which has 57 units in operation and 10 additional locations in development, teaches students from early childhood through high school (and beyond). 

Founded in 2024, Spark Harbor is a multi-brand, private equity-backed operator that acquires and grows youth activity and enrichment brands. According to the music school’s news release about the deal, the addition of Bach to Rock reinforces Spark Harbor’s strategy of acquiring differentiated brands with strong franchise scalability and consumer demand.

Youth Enrichment Sector

Like Spark Harbor, William Blair & Co., a Chicago-based financial investment bank and financial services firm, sees youth enrichment businesses as solid performers. “With parents increasingly looking to provide their kids with an edge, the youth enrichment sector – which spans services from swimming lessons to college admissions – is booming. It’s also emerging as a highly compelling investment category,” the firm stated in its April 2026 report titled “Why the Youth Enrichment Services Market Is Growing (and Recession Resilient).” 

The Chicago financial firm’s report also said: “Parents increasingly view these services in the sector as core to a child’s long-term development and are turning to specialists and prioritizing high-quality, high-efficacy and structured experiences that drive outcomes, e.g., skill-building, social differentiation and academic progression. The appetite for these services shows no signs of slowing as competitiveness among parents, fueled by peer signaling through social media, is creating self-reinforcing demand loops and a recession-resilient multibillion-dollar market.”

About Bach to Rock

Bach to Rock aligns with many parents’ goals. Its instruction revolves around the principles that learning music should be fun and that students learn best when they play music they enjoy. The school combines one-on-one instruction with group practice and performance of modern music. Weekly ensemble instruction and band formations lead to public concerts, band competitions and recording sessions in Bach to Rock’s recording studios. 

Bach to Rock’s Beat Refinery program is the largest Serato-certified disc jockey school in the United States, the news release said. Certification by Serato, which provides audio software to the DJ industry, ensures that select Bach to Rock DJ instructors have been trained to teach using Serato software and equipment. 

Since launching in 2007, Bethesda, Md.-based Bach to Rock has taught nearly 200,000 aspiring musicians, per the news release. It enjoys favorable notice from Entrepreneur magazine, which has ranked Bach to Rock on its Franchise 500 list for a decade. 

Previous Owner

Cambridge Information Group had acquired Bach to Rock the year it was founded. CIG, a 55-year-old private equity firm, operates out of New York City and Bethesda, Md., offices. According to the news release, CIG focuses on building companies for long-term success. It had nurtured the music school from one location to its current 57 and counting, and nearly all units are franchisee-owned.

Andy Snyder, the CEO of CIG, predicts that Bach to Rock will benefit from the change in ownership. “We are excited about Spark Harbor’s vision for the brand and their ideal stewardship of Bach to Rock’s next chapter,” he said in the news release.

Reactions from 2 More Execs

Brian Gross, president of Bach to Rock, said Spark Harbor’s acquisition of the music school attests to the strength of the system. “We’ve spent years building a model that delivers for franchisees, students, and families alike. Partnering with Spark Harbor validates that work and gives us the resources and strategic support to scale even further,” Gross said.

Jeff Phillips, the founder and CEO of Spark Harbor, praised the fundamentals of the music school franchise. “Bach to Rock has developed exactly what we look for – a curriculum that keeps students coming back year after year, a franchisee base that believes in the model, and schools that provide a third place for kids to find community and confidence,” he said. 

He added that Spark Harbor plans to continue growing Bach to Rock. “We’re bringing operator experience and franchise development expertise to accelerate growth and reach more families across the country,” Phillips said.

Other Spark Harbor Brands

The other franchises in Spark Harbor’s portfolio are:

• Water Babies, a swim school for babies and infants, with more than 600 locations worldwide. Spark Harbor acquired Water Babies in 2024 and recently began offering franchises in the United States. 
• USA Ninja Challenge, which offers youth obstacle course training and has more than 50 locations. Spark Harbor acquired this franchise in 2025. 

To Learn More

Visit the Spark Harbor website for additional information about the multi-brand youth enrichment franchisor. This Bach to Rock webpage offers more information about franchise opportunities with the music school. 

• Blushington and Fazit teamed up for a World Cup-inspired beauty promotion.
• Fans can add Fazit face decals to beauty appointments or purchase them separately.
• The promotion gives soccer fans a fun, stylish way to show their team spirit.

The World Cup is already well underway, and while countries are competing on the field, fans are finding fresh, creative ways to flaunt their team spirit. Beauty brands Blushington and Fazit are helping them do just that with a “Get Match Day Ready” promotion that lets fans show their allegiances via World Cup beauty looks. 

Blushington is the one-stop beauty lounge offering expert blowouts, makeovers, skincare services and retail under one roof. Fazit, meanwhile, is the brand behind viral glitter freckle patches and face decals, including a line of World Cup-inspired face and hair decals in national team colors from around the globe.

Throughout the World Cup, Blushington customers in New York, Houston and Boca Raton can add a Fazit soccer face decal application to any beauty appointment for $15. Customers can also purchase Fazit products in-lounge and through Blushington’s website. 

“At Blushington, we’re always looking for ways to connect beauty to cultural moments our guests are genuinely excited about. Fazit’s partnership with U.S. Soccer felt like a natural fit,” says Nicki Maron, Blushington co-founder and chief marketing officer. 

The promotion holds a special place in Maron’s heart. A former college soccer player, she has experienced the community, passion and excitement surrounding the sport.

“The opportunity to combine that energy with beauty and self-expression felt incredibly authentic,” she says. 

The timing makes sense. The World Cup has become one of the largest sporting events in the world, and its popularity continues to grow in the U.S. A Nielsen study estimates that the U.S. is home to 62.5 million soccer fans, making it the fourth-largest soccer fan base in the world. 

While the 2026 World Cup will be played across 16 host cities — and though a third of U.S. consumers plan to watch the tournament — not everyone can get to a game. Fortunately, stadiums aren’t the only place to celebrate. Cities including Houston, Miami and Los Angeles are hosting watch parties, fan festivals, parades and community gatherings. Fan zones and viewing events will pop up everywhere from parks and museums to bars, shopping centers and private homes. 

‘Get Match-Day Ready’

Fazit’s World Cup face and hair decals fit right into any World Cup event. The match day makeup includes waterproof, sweatproof hair patches such as U.S. Starlet Strands, which feature red and blue stars. The U.S. Soccer Sunset Strip showcases red, white, and blue star-shaped speckles worn across the nose and cheeks, while USA Soccer Speckles create a glittery red, blue and silver game-day look. Speckles are also available in colors honoring other competing nations, including Mexico, Brazil, Spain, Portugal and Colombia.

“The World Cup is one of the biggest global events, bringing people together across countries, culture and generations,” says Maron. “We loved the idea of creating World Cup beauty looks that allow fans to celebrate, express themselves and get ready together before the match. “Get Match Day Ready” combines the excitement of sports, beauty and community in a way that feels fresh, fun and highly shareable.”

Blushington’s expert match-day makeup application is quick and easy. “Our Pro Artists apply them in just a few minutes as an add-on to a makeup service, blowout or styling appointment.” Fazit’s face decals can last for several days and are easily removed with an oil-based makeup remover or cleansing oil.

According to Maron, there’s no right or wrong way to wear them. Some fans may opt for a subtle nod to their team, while others may go for a bold, statement-making look. Get Match Day Ready is what Maron describes as a “celebration of self-expression and individuality.”

“What we love most about Fazit’s Soccer Collection patches is that they’re incredibly easy to wear and still make a statement. Fans can show support for their favorite team in a modern, fashion-forward way,” says Maron. “They feel less like traditional fan gear and more like a beauty accessory, which makes them perfect for everything from matches and watch parties to dinners, festivals and summer events.”

Fans have always worn their allegiance through jerseys and T-shirts, but team spirit is no longer limited to apparel. Flag-inspired makeup, hair extensions, temporary tattoos are all part of the fan experience.  

“Sports are a powerful way to bring people together. Beauty has that same ability to build confidence and create connection,” says Maron. “This partnership sits at the intersection of both worlds, giving guests a fun and inclusive way to celebrate team spirit while expressing personal style.”

At its core, Blushington is about making professional beauty services accessible, but Maron hopes the customer experience transcends a makeup application or blowout. 

“We want Blushington to be more than a beauty appointment — we want it to be a destination where guests can discover something new, connect with their community, and celebrate life’s biggest moments. Partnerships like this allow us to do exactly that.” 

For more information about the Blushington franchise opportunity, visit https://blushington.com/pages/franchise.

Unleashed Brands, a youth enrichment franchise platform, has appointed James Franks as chief franchise officer. Franks, who served as the company’s vice president of franchise recruiting from 2019 to 2025, returns to Unleashed Brands following a stint leading franchise development at WellBiz Brands. He now spearheads franchise development efforts across the entire Unleashed Brands portfolio, which includes The Little Gym, Sylvan Learning, Snapology, Class 101, Premier Martial Arts, Urban Air and Water Wing Swim School.

“Unleashed Brands combines two things I am deeply passionate about: helping entrepreneurs achieve their dreams of business ownership and making a positive impact on children’s lives,” Franks said. “Having previously spent nearly six years with the organization, I witnessed firsthand the strength of its brands, franchisees and leadership team. The opportunity to return and help drive growth for a company whose mission is helping kids become life-ready is incredibly compelling. “I look forward to helping more new and existing entrepreneurs invest in businesses that make a meaningful difference in their communities. I’m also excited about developing innovative growth strategies that support both franchisee success and long-term brand expansion.”

He said the company’s platform model, which allows brands to share resources and best practices, is one of its greatest advantages. “We have multiple category-leading brands serving families and children at different stages of development. By continuing to leverage shared resources, data, technology, franchisee support systems and cross-brand opportunities, we can create efficiencies that individual brands may not achieve on their own. Sustainable growth also comes from maintaining a relentless focus on franchisee profitability, operational excellence and delivering exceptional experiences for families.”

Michael Browning Jr., CEO and founder of Unleashed Brands, commended Franks for his strong leadership skills. “I’ve known James for years and have seen firsthand the passion, experience and leadership he brings to an organization. He understands our brands, believes in our mission and knows what makes a great franchise partner. As we continue expanding our platform and serving more kids and families, I’m excited to welcome James back and have him lead this next chapter of growth,” Browning said. 

In his spare time, Franks enjoys golfing, hosting friends and family, and spending time with his wife, Tiffany, and their three dogs.

A fine wine gets better with age. But the rest of us? Not so much. As we grow older, our needs evolve, and often our ability to meet them independently diminishes. Yet despite being one of the fastest-growing segments of the U.S. population, adults 65 and older remain among the most overlooked and underserved.

S&P Global estimates that one in five Americans will be at least 65 by 2030, accounting for 20.7% of the population — and creating an especially fertile market. For strategic entrepreneurs, that presents opportunity. San Diego-based Bruce Patterson (above with family) is well aware of this growing demographic. As a franchise owner of Next Day Access, a business devoted to helping older adults age in place, he’s doing his best to serve it.

Next Day Access helps the 65-plus population and people with disabilities to safely move around in their own homes. “Disability can affect anyone at any time,” says Patterson. “We provide essential mobility and accessibility solutions to individuals from all walks of life, including veterans, seniors and local businesses.”

Next Day Access installs wheelchair ramps, grab bars, in-home elevators and a wide range of lifts to help individuals get out of swimming pools and beds, and to navigate stairs. Patterson himself understands mobility challenges. “My six knee surgeries exposed me to difficulties that some people have to deal with on a daily basis.”

More than just installers, the franchise’s specialized expertise benefits its older customers. Grab bars, for example, are only helpful if they’re installed securely in the right place. Next Day Access teams receive ongoing training on products and installations, so equipment functions as intended and improves quality of life.

The Right Fit

Formerly a wealth manager and author, Patterson opened his Next Day Access business in 2024. “The combination of strong brand recognition, proven systems, extensive training and financial opportunity made it the right fit for us,” he says. Next Day Access is part of the Best Life Brands family, and Patterson has felt, as he puts it, “the power of that community.”

“The company’s systems are strong,” he says, “and the support and collaboration from our fellow franchisees have been an unexpected benefit.”

Inclusion is central to the business. Every day, Patterson’s team works with an under-prioritized customer demographic, and he also embraces diversity on his staff. “San Diego is a diverse region,” he says. “Our team is a direct reflection of the various racial and ethnic groups within the community we serve.”

While diversity and inclusion are obvious components of a positive community culture, Patterson believes that multicultural collaboration is also good for business. “By bringing together individuals from different backgrounds, franchises can better understand and serve varied local markets,” he says.“That leads to higher customer satisfaction and a stronger bottom line.”

A Growing Market

The accessibility and mobility market is expanding rapidly. It’s expected to reach $29.8 billion in 2030, up from $18.3 billion in 2022. Becoming a Next Day Access franchisee presents a relatively low-risk way to enter that space.

While mechanically inclined franchisees are welcome, knowing your way around a toolbox isn’t a requirement. The company sets franchisees up with approved manufacturers and a list of required (and optional) products. Training and field support ensure teams can install equipment safely and properly, while marketing and sales support help drive growth. Initial investments can range from $176,225 to $352,050, depending on the size of the territory. Owners can work from home and save on the overhead of a physical storefront.

“Our affiliation with Best Life Brands increases our brand awareness and market presence,” says Patterson. “We benefit from robust training, marketing support and significant purchasing power with approved vendors, which reduces our inventory and supply costs.”

Even better, the brand helps people stay in their homes and maintain their independence. Next Day Access allows franchisees to enter a fast-growing, recession-proof market in a feel-good industry. Now that kind of job satisfaction never gets old.

Best Life Brands

Next Day Access is part of Best Life Brands, a family of franchise companies dedicated to helping people maintain their health, independence and quality of life. Its portfolio also includes ComForCare, CarePatrol, Blue Moon Estate Sales and Boost Home Healthcare. Together, the brands serve individuals and families through nearly 800 locations offering home care, senior living guidance, estate sale services, home health care and accessibility solutions.

Learn more about the Next Day Access franchise opportunity.

Updated June 19, 2026

Father’s Day is right around the corner, and that means countless Americans are hurriedly buying ties, sports equipment, mugs and more for the dads in their lives. Consumer spending is expected to exceed $27.9 billion, up from the record-setting $24 billion in 2025, according to the National Retail Federation. 

Beyond these small tokens of appreciation, food is an important part of any Father’s Day celebration. The following restaurant franchises have specials and gift card promotions to brighten dad’s day on June 21.    

Father’s Day 2026: Best Restaurant Specials and Promotions 

7-Brew

7-Brew customers who purchase any two medium or large beverages on June 21 will receive a complimentary Brewzie drink and a thank you card for dad.

7-Eleven 

When dads are craving their favorite snacks, drinks, treats or last-minute essentials on Father’s Day, 7-Eleven has got them covered. Customers can enjoy $10 off any order of $20 or more on June 21 using promo code FORDAD at checkout on the 7NOW® Delivery app.

Applebee’s

Applebee’s is making it easier for customers to get that last-minute present this Father’s Day with a gift card deal. For a limited time, guests who purchase a $50 gift card will receive a $10 bonus card.

Aroma Joe’s

Aroma Joe’s is keeping dads caffeinated this Father’s Day with a free 24-ounce coffee on June 21.  

Buffalo’s Cafe

Dads can enjoy the Buffalo’s Cafe Canyon Burger with a choice of French fries or tumbleweed chips for $10 on June 21. This deal is valid at participating restaurants.

Capriotti’s Sandwich Shop

Capriotti’s Sandwich Shop is enticing loyalty members to purchase any American Wagyu sub on Father’s Day by offering them a free combo upgrade with chips and a drink. Fun fact: National Wagyu Day also falls on June 21.

Carvel

Carvel fans can treat dad to a cake and add a 4-pack of Fudgie Pops (above) for just $9.99 from June 9-21. 

Chipotle

Chipotle rewards members can get a free regular side or topping of Cilantro Lime Sauce with the purchase of an entrée through June 21. Guests who are not yet rewards members must enroll by June 20 to receive the offer in their account.

Del Taco

Who says dads should only eat steaks and burgers on Father’s Day? Not Del Taco! The Mexican-inspired fast-food franchise is offering 20% off orders of $10 or more from June 20-21. 

Dickey’s Barbecue Pit

In celebration of fathers everywhere, Dickey’s Barbecue Pit is offering 15% off online orders of $75 or more from June 18-21. Code DAD85 is required at checkout.

Dog Haus

Dog Haus knows that many dads love hot dogs, burgers and craft beer, especially on Father’s Day. That’s why the brand is rewarding loyalty members with quadruple points for all purchases made on June 21. 

Fazoli’s 

From June 19-23, Fazoli’s is celebrating fathers by offering guests a free fettuccine Alfredo or spaghetti with meat sauce (above) or marinara when they purchase an entrée. Promo code Father26 is required at checkout.

Freddy’s Frozen Custard & Steakburgers

Freddy’s Frozen Custard & Steakburgers, a Kansas-based fast-casual franchise, is offering the mini Cookie Dough Overload Concrete for $2.99 on June 21. Guests with the Freddy’s Rewards app can redeem the one-time offer at the drive-thru, in-restaurant dining, pickup or delivery.

Fuzzy’s Taco Shop

Fuzzy’s Taco Shop is giving families an alternative to backyard grilling. Guests can celebrate all Father’s Day weekend long with $5 Michelob Ultra Draft or an $8 Casamigos Margarita, alongside options from the Viva Los Tacos menu, including Honey Chipotle Shrimp Tacos and Fiery Citrus Carnitas Tacos.

Golden Corral

Golden Corral is enticing its loyalty members to dine-in on Father’s Day with a great deal: $5 off their next purchase of $25 or more. This promotional offer is redeemable from June 22 through July 3. 

Huddle House

Father’s Day is getting a sweet upgrade at Huddle House. The brand is treating its loyalty members to a free slice of pie or a fried waffle basket (above) from June 19-21. 

Hurricane Grill & Wings

This Father’s Day, Hurricane Grill & Wings guests get $5 off when they spend $35. 

Keke’s Breakfast Cafe

Keke’s Breakfast Cafe is taking brunch to the next level this Father’s Day. Guests can try the new Bloody Mary, Avocado toast and hot and iced caramel coffee. 

Kolache Factory

On June 21, guests who buy a BBQ, pizza or chicken enchilada kolache from Kolache Factory will get a second one free to share with dad.

Native Grill & Wings 

Native Grill & Wings fans receive $10 off their purchases of $60 or more from June 19-21 with code DAD2026. Valid at participating locations only.

Paris Baguette

Paris Baguette has a lineup of seasonal cakes to help families celebrate Father’s Day. Available through June 21, these options include the Lemon Blueberry Chiffon Cake, S’mores Cake and Summer Berry Trifle Cake.

Rita’s Italian Ice & Frozen Custard

Rita’s Italian Ice & Frozen Custard has a sweet deal for its loyalty members on Father’s Day: a $1 small Italian ice with any purchase.

Round Table Pizza

Round Table Pizza is feeding the entire family this Father’s Day with the $29.99 bundle deal — Montague’s All Meat Marvel. This meal, which includes pizza and two shareables (garlic Parmesan twists, Nashville hot mozzarella sticks, mozzarella sticks or Jalapeño poppers), is available from June 19-23 with code RTP878.

Schlotzsky’s

From June 15-21, Schlotzsky’s loyalty members get $5 off any purchase of $20 or more. This deal is available in stores and online.

Sonny’s BBQ

Sonny’s BBQ rewards members who dine in on Father’s Day will receive a buy one, get one entrée offer to redeem at a later visit.

Surcheros

Surcheros is rewarding its loyalty members with a great deal this Father’s Day. They will receive $10 off taco kits on June 21.

Teriyaki Madness

Teriyaki Madness has a gift card deal just in time for Father’s Day. Guests score a $10 bonus card when they buy a $50 gift certificate on June 19. 

TGI Fridays

TGI Fridays fans who dine-in on Father’s Day can get a full rack of Big Ribs with two sides for $19.99. Customers can also save 25% on platters ordered online using code DadDay26.

• Franchise growth strategy should include more than one lead source.
• Existing franchisees can be strong candidates for multi-unit expansion.
• Independent operators may offer untapped growth opportunities.
• The best development plans focus on fit, readiness and brand standards.

Most franchise development conversations start the same way: How do we find more candidates? It’s a reasonable question, but it’s also an incomplete one.

I’ve spent more than 45 years in franchise development working with brands across industries and at different stages of growth. The systems that consistently expand – not only in the good years, but through market shifts and category disruptions – don’t treat growth as a single pipeline source. They treat it as a portfolio, and for many franchisors, that shift in thinking is overdue.

One Channel Means One Ceiling

Relying on a single development channel – whether that’s a portal or another third-party lead generation service – isn’t wrong. Those channels produce results, but each has a ceiling.

I’ve watched strong development teams get caught flat-footed when their primary portal stops producing, because of an algorithm change, a category getting more crowded or even a shift in how candidates research opportunities (just look at how AI is already influencing candidate research). The pipeline that looked healthy six months ago can suddenly look thin. The brand hasn’t changed, but the growth strategy turned out to be more fragile than it appeared.

There’s a more subtle issue too. When most of your deals come from one source over time, your entire development process begins to center on the candidates that source delivers. Your messaging, qualification criteria and even discovery experience quietly optimize for a narrow candidate profile. You may be missing strong candidates who come through channels your sales funnel wasn’t built to recognize.

The fix isn’t abandoning that existing lead generation strategy, but treating it as one component of a broader development plan.

Your Best Next Franchisee Might Already Be in Your System

Before looking externally for new franchisees, start by looking at the owners already in your system.

Multi-unit growth from existing franchisees is the most underutilized channel I’ve seen across the industry. These owners already know the brand. When they expand, onboarding is faster, and the risk profile is lower. The challenge is that not every high-performing franchisee is a good expansion candidate, and conflating the two is one of the more costly mistakes a development team can make.

The franchisees who scale successfully have built businesses that run on systems and people, not on their own constant presence. Their results are replicable because they aren’t the key variable. Development teams that learn to identify that distinction before awarding a new unit or territory protect the franchisee and the brand. A practical starting point is to review your top-quartile franchisees through the lens of expansion readiness and not just unit performance. The two lists will likely overlap, but they won’t be identical.

The Independent Operator Conversation You’re Probably Not Having

There is another growth channel many franchise systems treat as an afterthought. That’s the independent operator already succeeding in your category.

In industries where independents hold meaningful market share – including fitness, personal services, education, home services and experiential retail – there is a substantial pool of business owners who have done something genuinely hard. They built a customer base and figured out how to deliver a service locally that people want time and again. What they often lack is purchasing scale, marketing infrastructure, an optimized tech stack and a peer network of operators who have already solved the problems they’re working through alone.

The conversion conversation is not a rescue discussion. A successful independent owner doesn’t think of themselves as someone who needs saving. The right framing is what becomes possible with a recognizable brand, group buying that lowers cost structure and corporate, as well as fellow franchisee support available when they’re navigating a staffing challenge, lease renewal or slowing revenue stream.

At Arthur Murray – a legacy franchisor that’s been franchising for nearly 90 years – we recently opened franchise opportunities to qualified candidates from outside the system for the first time in the brand’s history. We recognized that keeping development closed to one profile would slow growth and limit opportunities to great candidates outside the brand. If your category has a meaningful independent operator base and you’re not having these conversations, you’re leaving a channel untouched.

Diversify How You Grow Without Compromising What You’ve Built

The concern I hear most often is about culture. Many franchise development leaders are concerned that bringing in different types of franchisees, through new channels, will change the brand. It’s a fair point and worth scrutinizing, but it needs to be addressed.

I’ve watched brands pay for this uncertainty in two main ways. Some hold on so tightly to how growth has always happened that they miss entire categories of qualified candidates. Others diversify without guardrails and award to franchisees who weren’t a good fit from the start, which creates operational problems that prove very costly. Neither outcome serves the system well.

The franchisors that get it right articulate explicitly – and unapologetically – what the brand requires from an operational, culture and financial standpoint. Then, they evaluate every candidate from every channel against that same standard. The channel becomes less important than the question of fit.

The best development strategies don’t start with a channel. They begin with clarity about what the brand genuinely requires, what success looks like across different operator profiles and where underserved growth potential lives. 

With that foundation in place, the question is no longer about where do we find more candidates, but rather, becomes which of the channels available to us are we not using, and why? The brands that ask it seriously usually find that the growth they were seeking was never out of reach. It was just outside the lens they were using to find it.