Category Archives: Blog

All Franchise Clique blog entries.

The Birds, The Bees, and Adam & Eve

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Let’s talk about sex, baby.

 

No, really, let’s talk about it. It is Valentine’s Day after all! Sex is an important part of our lives. After all, none of us would be here if it weren’t. As a matter of fact, it’s such an important part of our world that physicians, like Dr. Ruth Westheimer, have made it their business to tell every one how best to ‘get down to business.’

 

Sure, it’s a little uncomfortable to talk openly about sex, but the fact of the matter is that sexual health is an important part of your overall well-being. It’s nothing to be ashamed of– it’s something to be celebrated. That’s why, this Valentine’s Day, we’re talking with adult retailer Adam & Eve.

 

As David Keegan, Adam & Eve’s General Manager of Franchising puts it, “The concept of sex and wellness is at the forefront of many health conversations,” and the award-winning adult retailer is right in the middle of it all.

 

For over 40 years, Adam & Eve has not only been making Valentine’s Day special for couples, it

has been combating the stereotypical notion of adult-oriented stores with modern, open, and inviting stores.

 

“Adam & Eve store inventory is 75 percent soft goods,” explains Keegan. Soft goods are items like  lingerie, hosiery, loungewear and bachelorette party gifts. You know, the types of things you could find at  Victoria’s Secret stores nationwide, though Adam & Eve prides itself with their stores large selection and a greater variety of items. “ Less than 25 percent are adult goods,” he adds.

 

The two time industry Retailer of the Year award winner, carefully designs its stores in such a way that customers, especially for females and couples feel welcomed. Adam & Eve stores have a reputation for being very clean, and well-lighted too. Let’s be honest, if a woman feels comfortable at Adam & Eve, her husband is probably guaranteed a trip back sometime in the future. Happy Valentine’s Day indeed.

 

A big part of Adam & Eve’s business strategy hinges on who it puts at the helm of each store. “It’s a business that an individual, investors, or family partners can grow.. We really want to see our franchisees and employees succeed,” says Keegan, “ therefore, we are selective about who we recruit.” This selectivity is absolutely shown in Adam & Eve’s stellar customer service record. When it comes to franchisees, Adam & Eve has experienced success with women and couple entrepreneurs, though David adds, “we’re always looking for people with a vast business or entrepreneurial background. Retail sales, communications and strong customer service experience is a big plus, too.”

 

Clearly, Adam & Eve’s growth strategy and dedication to customer service is paying off. Like unit sales grew by an average of 4 percent in 2011 and 8 percent in 2010. Overall sales for the adult-oriented retailer continue to grow at a double-digit rate. “I wouldn’t say the recession was necessarily good for business,” jokes Keegan, “but you do the math, – for the price of dinner for two and a movie, you can have a lot of fun at home and enhance your romance too.”

 

Adam & Eve is currently pressing forward with plans to expand in Atlanta, Chicago, Dallas, Kansas City, Minneapolis, Philadelphia, San Francisco and St. Louis.

 

Q&A With Mimi Zeller of LivHOME Senior Care Franchises

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We sat down with Senior Vice President of Franchising Mimi Zeller to discuss LivHOME franchisees and what makes this senior care franchise so special.

How did you become involved with LivHOME? What does your job entail? I became involved with LivHOME because I believe in the LivHOME business model and at-home senior care is something I strongly believe in. As Senior Vice President of Franchising, it’s my job to oversee franchise development and the franchise operations for the entire company. It’s a unique and rewarding opportunity to offer a franchisee.

 

What makes it a unique at-home senior care franchise? What about the business model attracted you? LivHOME’s home care model gives clients a better quality of life in their own homes. The model also provides franchisees the opportunity to compete on quality, not prices, and deliver a differentiated, higher quality home care service to their community. I’m delighted to be part of a team that can do this for families and business owners.

 

Have you ever been a franchisee? What’s your business background? I’ve never been a franchisee, but I have worked with more than 5,000 franchise operators in my 25 years in the franchising industry. I began my career in franchising while working with Domino’s Pizza, Inc. in their world headquarters. While at their west coast regional office, I oversaw 725 franchise locations in 8 western states as the Franchise Operations Director. Later, I was the Senior Vice President of Operations for Mail Boxes, Etc., now The UPS Store, for 3,400 domestic franchises. To round it all out, I was also the CEO of a regional fast-casual food franchise.

 

Wow, that’s quite a bit of franchise industry experience. What’s been the most rewarding part of being a part of a franchise? The most rewarding part of working in a franchise is seeing individuals realize their dreams of owning their own business. LivHOME also offers the opportunity to do something good on a daily basis and help seniors in need.

 

Could you quickly describe for me the franchisee selection process to me? What do you look for in a potential franchisee? Do you have a profile in mind? We look for franchisees who are passionate, driven, can follow LivHOME’s process and standards, and are interested in working full-time in the business.

 

How extensive is the training for your new franchisees? Do you try and develop personal relationships with them? LivHOME has five training stages: pre-training, training in Los Angeles, post-training, on-site opening training and ongoing training.

 

Tell me more about the ongoing training and support you provide. Ongoing support is one of the key components of our overall franchise support process. We believe in effective communication with our franchisees and offer face-to-face support as well as extensive online programs a franchise intranet, and sharing of best practices.

 

What do your franchisees cite as the most rewarding part of their jobs? LivHOME franchisees experience a rewarding and personally fulfilling life by providing much needed services on a daily basis to those in need. And making a great living doing it.

 

What can we expect from LivHOME in the years to come? You can expect national expansion of a professionally led home care franchise.

 

How’s business? Is LivHOME growing? Yes! Our model has a very reasonable initial investment as compared to other franchises.

Mathnasium Children’s Franchise Interview

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For some, math is really as easy as 1-2-3. For others, it’s about as painful as a trip to the dentist. Mathnasium, the rapidly growing children’s education franchise, aims to change that.

 

Mathnasium has been franchising since 2004, but long before the concept was growing above 2% a year educator Larry Martinek was making a difference in the lives of his math students. Larry noticed that his students were developing mathematical shortcuts: ways of solving problems not taught in his or other teachers’ classrooms. Other teachers saw these shortcuts as cheating. Larry saw it as a confirmation that children don’t learn the same way that educators necessarily teach them. With the help of his son, Nick, Larry created Mathnasium’s teaching curriculum in the same verbiage as his students. Directions are written in the vocabulary of a fourth grader as opposed to a fourth grade teacher’s.

 

The curriculum is focused on developing what Joe describes as “number sense”– the building blocks of math– to build confidence in Mathnasium’s students. As it turns out, that’s a big part of why kids don’t like math in the first place.

 

Today, Mathnasium has over 270 centers in operation, with plans for more. It’s no wonder, considering the amount of support and success of Mathnasium’s curriculum.

 

When it comes to its franchisees, Joe Novak, Senior VP of Franchise Marketing and Development, is dedicated to figuring out who’s best for Mathnasium. “I’ve spent many hours thinking about this,” he says, “I’ve looked at over 70 variables.” Though he’s yet to narrow down a tried-and-true franchisee profile, he’s identified several indicators of a franchisee’s future success.

 

“Mathnasium is a very good opportunity for those who to be involved in their communities and who love kids,” Joe says. Joe mentions that Mathnasium looks for people who are go-getters. It’s vital for a Mathnasium franchisee to become part of the local community by going to PTA meetings, sponsoring little league teams and do everything within his or her grasp to take advantage of local opportunities.

 

Another great thing about this children’s franchise is that, “you don’t have to be a millionaire to start this concept,” says Joe.

 

In the past, Mathnasium franchisees have been lawyers, accountants, those with an IT background and, yes, former educators. “Don’t get me wrong,” says Joe, “you have to love math.”

“**Due to the date this article was published, store count and financials may be inaccurate. Please refer to Mathnasium Learning Centers page for the most current information.”

Recipe For Franchise Success: Amsterdam’s Falafel Shop

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Amsterdam Falafel Shop logo

For those in the restaurant industry, “franchise” is a four letter word. You’d be hard pressed to find James Beard award-winning chefs behind the counter of a chain restaurant.

 

Or would you?

 

Scott Bennett, formerly of award-winning Cashion’s Eat Place in Washington, D.C. and his wife, Arianne, started franchise Amsterdam Falafel Shop seven years ago for one reason: because they, “never found good falafel in the U.S.,” says Arianne.

 

These days, Amsterdam Falafel Shop’s original Adams Morgan location in D.C. has earned its fair share of positive press, from Yelp to the Washington Post, heralding the franchise location as one of the best places for tasty late night food.  In all honesty, Amsterdam Falafel Shop is much, much more than that.

 

“What is lacking in fast food and franchising is fresh, nutritious food,” says Arianne Bennett, President and CEO. Her husband, Scott, serves as Chairman.

 

The franchise sells only two major items: falafel balls and French fries. Specializing in these two menu offerings allows Scott, Arianne and the franchise’s other employees to focus on making things fresh, homemade and to order.

 

“Balls take three minutes,” says Arianne of the falafel balls which are “all fresh ground, fried right in front of you,” Arianne adds. From there, the falafel balls are served in a split open pita, which is baked right around the corner from a local bakery. Then it’s up to the customer what happens next.

 

“In a lot of places you point through a glass at what you want and they swipe it on,” says Arianne of her competitors. Such is not the case at Amsterdam Falafel Shop. The 22 toppings bar is completely self-serve and full of pickly, garlicky, and yummy items that are all made in-house (except for two traditional items imported from the Middle East). Tiny tasting forks allow customers to try out dips, spreads and other toppings before adding it to their pita. Arianne likes that her customers have complete control of what and how much goes into their falafel creations.

 

Foodies, vegans, vegetarians and people who just like good food frequent the Amsterdam Falafel Shop. It’s no wonder the same types of people with a passion for fresh food, flavors and falafel are interested in becoming franchise owners, too.

 

Though Scott and Arianne have never been franchisees before, they’re certainly on the right track to becoming excellent franchisors. “We don’t ask our franchisees to do anything we haven’t done ourselves,” she says.

 

Ideal Amsterdam Falafel Shop franchisees have restaurant experience, “so they know what it’s like to be an active participant,” she explains, referring to franchisees who are hands-off managers or owners.

 

“We want people who will have a sense of pride in their business,” Arianne says. Employees can’t help but be affected by their franchisee bosses, and the Bennetts want that to be in a good way. Admittedly, employees aren’t making a six-figure salary, but if they really enjoy coming to work, that’s the next best thing. Plus, happy employees stick around longer, lending to the franchise’s non-chain vibe.

 

“We’re also looking for people who are always asking, ‘Can we do this better?’” Unlike so many franchises where franchisees are told what to do instead of invited into the boardroom, Amsterdam Falafel Shop wants forward-thinking dynamos. “We want your restaurant like an individual entrepreneur’s, not a franchise.”

 

Contact Franchise Clique if you’re interested in becoming an Amsterdam Falafel Shop franchisee.

Franchise Clique Finds Franchisee For ExpressPros

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Looks like we’ve done it again, folks! We couldn’t be happier to announce that one of our great clients, franchise Express Employment Professionals has signed a new client thanks to our lead generation campaign efforts on their behalf:

Just wanted to let you know we signed a new franchisee last night that was a Franchise Clique lead! Her name is Bettie and she opened in Greenbelt, MD. Thanks!

– Rachel R., Express Employment Professionals

 

 

 

3 Things to Know This Afternoon

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CBS Miami.com — Veterans returning home from Afghanistan and Iraq are being courted by franchises at the franchise expo in Miami Beach this weekend, thanks to program Vet Fran.

CNBC.com — Read why Baby Boomers who just aren’t ready to retire are perfect for franchising.

Inc magazine— Missouri’s Sam Graves, chairman of the House Small Business Committee, has outlined what he’d like to see from the President on behalf of small businesses.

Pinot’s Palette: A Fun Franchise That Will Make You Fear No Easel

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Pinot’s Palette wants you to fear no easel. Instead, the company’s three co-founders just want you to have a good time painting a canvas while enjoying a glass of wine.

 

The idea for Pinot’s Palette was actually a golf course collaboration between co-founders Craig and Charles. “Craig and I were bouncing ideas back and forth,” says Charles Willis, “and Craig had the idea to bring entertainment value to an art class.”

 

Charles and Craig, who both have major corporate business experience, put the idea on hold for awhile, until Charles’ wife, Beth, pushed the three of them into business in 2009. The first Pinot’s Palette, formerly Pinot and Picasso, opened in the Houston area in 2010. Now, the franchise is looking to expand everywhere.

 

Pinot’s Palette, as a concept, is fairly simple. Customers arrive at the studio with their own wine and snacks, Pinot’s Palette provides ice buckets, wine glasses, paints, brushes and everything else you need to become your own Picasso, Van Gogh or Matisse. One of Pinot’s Palette’s artists will walk you through the creation of your very own, guiding your every brush stroke so you’ll proud enough to hang it on your own wall.

 

For those behind the scenes, it’s equally important to Pinot’s Palette that their franchisees have a good time, too. Part of that involves a great deal of extensive training. Charles, Craig and Beth go over all marketing, operations and technological aspects of the business during a franchisee’s training period.  In addition, Pinot’s Palette has a proprietary software system that helps each franchisee manage daily to-do’s, giving them more time on the more important things like growing their customer base.

 

If you’re interested in becoming a Pinot’s Palette franchisee, you of course need the concept’s required amount of investment capital and a go-getter attitude, but Charles, Craig and Beth are looking for someone who loves being around people and will make sure customers have a great time every time. If you think that could be you, well, they’d love to hear from you

Franchise Clique Helps 360 Clean Find Two Franchisees

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Sorry for the blogging hiatus, everyone. As I’m sure you know, the holidays are rarely a relaxing time of year. We’ve been very, very busy!

One of our wonderful cleaning franchise clients, 360 Clean, contacted us this week to share some great news: thanks to our lead generation efforts, they’ve welcomed two new franchisees to their concept!

 

“FranchiseClique is a great resource for our lead generation. We have found that FranchiseClique is innovative in their approach to lead generation and we are excited that it produced two new franchisees for 360clean in the Fall of 2011.  We look forward to more franchisees from our relationship with FranchiseClique.”

– Barry Bodiford, 360 Clean CEO

 

 

 

 

ATC At Home offers a senior care business opportunity without headache of administrative tasks

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For those who’ve chosen a career in providing healthcare to seniors, the headache of accounting is one ailment many are unprepared to handle. As the first of the baby boomers begin to retire, it’s one aspect of the industry senior care professionals can’t afford to ignore– unless they work for ATC At Home.

 

ATC At Home is the only business opportunity (soon-to-be franchise) in the senior care sector that provides complete and total administrative support to its business opportunity owners. ATC assumes all payroll, accounting, and workers compensation responsibilities. Instead of worrying about balance sheets, payroll taxes and administrative concerns, employees concentrate on growing their ATC At Home business.

 

“We’re in a very competitive and crowded sector because of growing demand,” explains Oliver Harlow, Vice President of Franchise Development for ATC At Home. He predicts the demand for senior care healthcare services to not only continue but to also expand over the next several decades.

 

At the expense of additional franchise developments, ATC will offer the largest protected territories in the senior care industry. While the industry norm is 200,000 – 250,000 total population per territory, ATC’s will be 500,000 total population per territory.

 

Harlow has been involved with senior care franchises for over 9 years and with ATC since the beginning of 2011. Over the past year, Harlow has helped the business opportunity prepare for its soon-to-be franchise status, which the company is expected to officially have within the first few months of 2012. For now, Harlow and ATC are perfecting company structure systems, and finalizing manuals.

 

Oliver Harlow’s dedication to ATC and senior care is personal. When Oliver was 22 years old his father was diagnosed with terminal brain cancer. He, his mother and his younger sister cared for  him until his death 10 months later. A few years later, Harlow’s grandmother suffered a stroke during her visit to his family over Thanksgiving. His grandmother suffered partial paralysis. Following her rehabilitation, Oliver cared for his grandmother until she sadly passed away a year later.

 

“This is a rewarding industry,” Oliver reminds me. Once ATC is officially a franchise, he’s eager to recruit franchisees who share his enthusiasm for helping others. “Natural-born networkers, relationship builders, outgoing and people-oriented types who come from a selling and people management background,” are ideal for ATC’s business model he says. Of course, the ideal future franchisee will also have the capital to start the franchise and also the means to support themselves as the business is on its first legs. “You can’t throw your last dollar into it,” says Harlow.

 

When speaking about the future, Harlow is excited. Though he’s never been a franchisee, he’s always been, “attracted to the opportunity of building from scratch” but feels his “strengths are better suited to a corporate environment.” Oliver’s past positions with senior care franchises have been rewarding and he’s looking forward to helping more people “find and realize their goal of business ownership.”

 

If you’re interested in senior care franchises and business opportunities or learning more about ATC At Home Healthcare, visit http://www.franchiseclique.com.

AMEX Excludes Franchises From Small Business Saturday

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“With every dollar we spend, we cast a vote.”

 

My economics teacher used to repeat this whenever the question of spending came up. If only it really were that simple. She was right, though, in that with every purchase we make (and don’t make) we vote businesses on and off of America’s economic island. The holiday season is a retailer’s chance at surviving the tribal council.

 

As I’m sure many of you in the franchise industry have heard, American Express (AMEX) excluded franchises from participating in Small Business Saturday this past weekend on November 26, 2011. While many are understandably upset about the exclusion of their business from AMEX’s economic initiative, the situation opens the door to several important questions, including but not limited to where franchising fits into America’s spending psyche.

 

Many blogs, articles and forums have focused how this happened and how it can be remedied next year. I’m personally more interested in why it happened. If the franchise industry can figure out what inspired AMEX to exclude an entire industry, in which many businesses in my opinion qualify as small businesses, perhaps the thought process behind the decision can be resolved as opposed to simply the situation.

 

First and foremost, while the success of fast food franchises has certainly helped the industry as a whole, it hasn’t helped the industry’s reputation as a small business job creator. The general public most likely doesn’t understand what franchising truly entails. The term “franchise” often conjures images of McDonald’s golden arches, not mom and pop independently owned businesses.

 

The term “franchise” should first make us think of an agreement rather than a fast food restaurant. For those who don’t know, the franchise agreement is made between two parties: the franchisor and the franchisee. The franchisor lends his trademark or trade and accompanying business model to the franchisee who in turn compensates the franchisor with a royalty fee, and often an initial fee, for the right to do business under the franchisor’s name and use of the business model. In some cases, but not all, the franchisor takes responsibility for creating marketing materials and implementing marketing strategies to further the success of the franchise. That being said, marketing isn’t free and may factor into the franchise’s royalty fee.

 

Aside from the extraneous fees, franchises aren’t so different from small businesses. They are are owned and operated by the same kinds of people as small businesses. They serve and employ the same local residents. Lately, they’ve been facing the same economic challenges. It’s understandable why so many franchisees and franchisors are upset.

 

We’re all, consumers and businesses alike, pinching pennies right now. There certainly isn’t much profligate spending happening this holiday season. The Wall Street Journal hinted that only 29 percent of small businesses are able to give year end bonuses this year. As I said before, every dollar we do or do not spend really matters.

 

From what I’ve read and heard, marketing has been another issue within the franchise exclusion situation with AMEX. AMEX’s Small Business Saturday offered $25 dollar credits to shoppers who shopped at qualifying establishments, those independently owned and operated businesses that don’t have the budget for national marketing campaigns. These credits didn’t extend to those who supported chains or franchises during Small Business Saturday.

 

Then again, it’s an understandable mistake. For those of us who are part of the franchise industry that may be difficult to digest. While we recognize the hard work and long hours franchisors and franchisees put into their respective roles, many outsiders can’t see beyond the brands and logos we have pushed to make mainstream.

 

It is my hope that next year AMEX helps the franchise industry’s small business owners financially by including them in Small Business Saturday. I also hope AMEX helps the franchise industry’s reputation by putting a Main Street face on mainstream logos, so everyone, including industry veterans, remembers who’s behind the cash registers and counters.

 

 

What We’re Reading – Nov 22

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POST AND COURIER – Franchises tend to do quite well during times of recession, according to the IFA. Read how two franchisees found success, and how one business can help you find it for yourself. – Warren Wise

WALL STREET JOURNAL – The holiday season looks to be a turning point for a few retailers grabbing for the small share of consumer dollars. The International Council of Shopping Centers predicts mall sales will rise just 2.2%. – Miguel Bustillo, Ann Zimmerman, Dana Mattioli

HOTEL NEWS NOW- Inbound Chinese tourism is expected to increase 274% over the next five years, evidence of the country’s rapid emergence as a super power into the global economy. Hotel chains are responding to this influx with programs catered to Chinese guests. – Patrick Mayock

 

Bach to Rock: A Prodigy Amongst Children’s Franchises

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A prodigy amongst its competitors, Bach to Rock is an innovative and fun children’s musical franchise concept that’s on the road to major success. I spoke to Ralph Rillion, Bach to Rock’s VP of Development & Sales about the franchise’s history, its future, what it’s like to be a franchisee and what makes it such a rockin’ concept. Article first published as Bach to Rock: A Prodigy Amongst Children’s Franchises on Technorati.
Bach to Rock

In the two months that Bach to Rock has been franchising, it’s earned awards and attention that even the most established of franchise concepts would covet. Inc magazine named Bach to Rock one of the Top 10 Franchises of 2010 and the Washington Business Journal named it one of the Fastest Growing Companies to Watch for 2012. It’s clear that the children’s franchise is rockin’ its way to the top.

History of the Concept

The origins of Bach to Rock lie, as with most things, in the recognition of something missing. A Juilliard-trained middle school music teacher realized the music curriculum was, frankly, lacking in his Washington D.C. classroom. So, he created his own.

Instead of just playing scales by themselves, he put his students in groups so they could ‘jam’ together and socialize. Instead of strictly classical music, he integrated popular music to make lessons more fun. Instead of teaching students just one way, he identified each students’ preferred learning method (audio, visual or kinesthetic) and customized his teaching approach accordingly. As a result, he created more engaged, happy young musicians and his curriculum spread to other public and private schools.

Better Test Scores For Kids, Jobs for Teachers and Musicians

 

 

The Juilliard-trained teacher eventually sold his method and curriculum to the creators of Bach to Rock, who have taken the concept to new heights. While the concept has been hailed as a roaring success, Bach to Rock is much more than just a career opportunity for franchisees.

As we’ve all heard, playing music has been linked with higher test scores and greater aptitude for science, math and reading subjects. We’ve also all heard that education budget constraints are leading to job cuts for many teachers and budget cuts for fine arts projects like band classes and school musicals. Opportunities for children and young adults to play music are less and less available in schools.

Bach 2 Rock offers a solution. Obviously, the children’s franchise offers music lessons, but it also provides jobs. Bach to Rock not only teaches music, but provides a place for music teachers– often the very same that the school system couldn’t afford to keep.

It’s no wonder Ralph Rillion, Bach to Rock’s vice president of development and sales and a “lifelong musician,” “fell in love with the concept.” According to Rillion, the teachers at each of Bach to Rock’s franchise locations are “musicians by trade at some point or another, hobbyists or music teachers.”

Bring Me a Beat! Kids, Parents and Bach to Rock

 

 

As a parent (Rillion has a 13-year old son who’s a stand up bass player), Rillion says kids will let you know they have an interest in music. “They’ll be beating everything around the house,” says Rillion, a percussionist himself for 40 years. You can bet Rillion’s son will be a Bach to Rocker as soon as there’s a location near their home.

“There’s only so much a school can do, parents or private lessons can do,” says Rillion. While personal one-on-one attention is definitely part of Bach to Rock’s curriculum, it’s the emphasis on “group jam sessions” amongst similarly skilled young musicians that parents and students love. Kids enjoy their music lessons, which means they learn more, something parents are quick to applaud.

In addition, young musicians learn to become comfortable in a performance setting– something that builds confidence now and will be important in the board room later.

“Twice a year our Bach to Rock bands perform at the 930 Club [in Washington D.C.],” says Ralph Rillion. “Parents get to see their kids perform on a national and regional stage.”

 

Rillion adds that, “Not everyone is comfortable going on stage. It’s different under the lights.” Bach to Rock students can experience the stage without the fright next to their cohorts and with their teachers and parents in the the audience.

Behind the Music– Being a Franchisee

Bach to Rock franchisees aren’t called franchisees– they’re fittingly called directors. Directors are responsible for the hiring of music teachers, the day-to-day business management and scheduling of lessons and special events. Rillion says an ideal Bach to Rock director “has a business background, can run a business and, of course, loves music.”

Retail space in shopping centers are coveted for Bach to Rockers as the best locations to create a comfortable environment to accommodate 6-to-18 year olds. “We’re currently  expanding from New Jersey to North Carolina,” says Rillion, “though if the right candidate came along we’d consider a different area.”

The children’s music franchise currently has 9 locations, 6 of which are company-owned. “The business is growing and its franchisees are successful,” says Rillion. “We provide ongoing training to our franchisees on everything: sales, operations and curriculum, our three key components for success.”

 

 

 

The biggest reward for Rillion, along with the Bach to Rock franchisees is “watching kids learn and enjoying learning to play music,” he says.

 

Interested in becoming a Bach to Rock franchisee? Franchise Clique can help!