Franchiser

We had no idea when we started our company, Bellowing Getaways, Inc., how successful we would become. When we first began, we were barely making ends meet, but now we’ve got mile-long wait lists for our patented “experiences,” and we receive resumes from around the globe from people who want to be a part of our team.

Our business model is sound: for a nominal fee, we take small groups of stressed-out individuals into the middle of nowhere and let them scream at the top of their lungs until the stress dissipates. We have voice coaches and fitness experts on hand to help clients with their technique, and we have counselors available to help them cope with any emotional fallout that ensues. We even hired a yodeling instructor for screamers who want to take it to the next level.

But since the demand is so great, we’re considering branching out into other locations. We’ve decided to sell the rights to our services and techniques to interested owner/operators, as long as they use our brand and abide by our business model. In other words, we’ve decided to become franchisers. The price? Eh, about 2% of sales. The folks who own and operate future Bellowing Getaways locations—our franchisees—will also come to us for continuing education and training, and they’ll pay us monthly royalties.

Becoming a franchiser can be a great opportunity for companies who want to enhance their market share, but don’t necessarily want to personally own and operate a bunch of new facilities or locations. We can still reap the financial rewards of expansion, but we don’t have to physically do the expanding. And the other great part is that, if one of the new franchises turns out to be a big fat financial fail, our risk is somewhat mitigated by the fact that we don’t actually own the location.