What We’re Reading

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Notes on what’s going on in the small business and franchising worlds.

 

Las Vegas Sun: Two tax breaks that small businesses got during the Recession are shrinking. The changes affect small business’ deductions for equipment. – Associated Press

PRNewswire: CRAL Franchise Development, Inc. joined the national VetFran program in order to offer financial incentives to veterans interested in franchise opportunities. – CRAL Franchise Development

Winston-Salem Journal: Krispy Kreme Doughnuts announces plans for expansion across the pond in the United Kingdom. – Richard Craver

 

 

Franchise Clique appoints new director of sales

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CHARLESTON, S.C. (September 23, 2011) – In the wake of tremendous growth and planned expansion Franchise Clique brings new talent to the Charleston-based firm’s team as it hires a new director of sales, Young Chung.

Young Chung joins Franchise Clique as the director of sales in September. Chung brings with him over nine years of experience providing lead generation, advertising and web-based marketing services and solutions for the franchise industry. Franchise Clique’s newest hire has worked with hundreds of new and established franchise concepts.

“I’ve been impressed with the company as a whole,” says Chung of his his new employer. “Franchise Clique is very proactive and constantly making improvements, whether to the company’s website or any part of the business strategy,” he adds. Chung, who has worked for companies similar to Franchise Clique, says that, “The team is very responsive and the support for clients is outstanding.”

“Franchise Clique needed someone with a unique skill set and years of franchise industry experience,” says Franchise Clique CEO David Schwartz. “Young is the perfect addition to our rapidly growing organization.”

Schwartz, who previously worked with Chung at Atlanta-based Franchise Opportunities Network, adds that, “Young represents the next step in the evolution of our company. We couldn’t be more excited to welcome his professionalism and industry know-how to Franchise Clique.”

Founded in 2009, Franchise Clique already serves over 400 growing and well-known franchise, business opportunity, distributorship, dealership, and licensure clients. Local brands include Batteries Plus and 360Clean. “Franchisors should know that Franchise Clique’s team has over 40 years of combined experience in helping grow franchise concepts,” explains Young Chung. “The company is setting the industry standard for not only customer service, but results for its clients.”

Franchise Clique’s growth as a company hinges on more than its team’s years of combined experience. In addition to its proprietary LeadClique technology, Franchise Clique’s team members design and build out each client’s individual advertising and lead generation campaign on an individual basis, resulting in a 90 percent contract renewal rate.

 

About Franchise Clique

Franchise Clique, one of the nation’s fastest growing Internet-based marketing companies, specializes in lead generation services and solutions for franchises and business opportunities. Founded in Charleston, S.C. in 2009, Franchise Clique has used its uniquely designed innovative technology in conjunction with its team’s combined 20 years of experience to become one of the industry’s highest-ranking lead generators. Franchise Clique enjoys a top rating from the Better Business Bureau and an association with the International Franchise Association. For more information, go to http://www.franchiseclique.com or call 877-252-2340.

 

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Exclusive Interview with Margarita’s Mexican Restaurant President

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What began as a way to earn some extra cash in college turned into a career for Hugo Marin. After working part-time in a small, family-owned Mexican restaurant, he realized nothing would keep him on his toes like the food and beverage industry. He changed his major to business administration, and the rest, as they say, is history.

Today, thirty years later, Hugo Marin is the President of Margarita’s Mexican Restaurant. Marin’s résumé is impressive. Since leaving engineering behind, Marin rose through the ranks at the small, family-owned restaurant where he got his start, eventually becoming a manager. From there, it was on to more management positions at The Cheesecake Factory and Romano’s Macaroni Grill. Hugo served as vice president of operations at Ted’s Montana Grill and, later, as chief operating officer of Al Copeland Investments.

 

Homecoming

 

It was during Hugo’s time at Al Copeland Investments, the parent company of Copeland’s, Cheesecake Bistro and Copeland’s Express, that the opportunity to work for Margarita’s came his way. He had been approached by headhunters before looking for candidates with his years of experience, but hadn’t been interested until now.

“My stars aligned,” says Hugo of the job opportunity. Marin’s wife is originally from New England and the two of them had been patrons of Margarita’s for years before moving to Louisiana so Marin could work for Copeland’s. “It was like coming back home,” he explains.

 

Getting Down to Business

 

Nine weeks ago, when Hugo Marin became president of Margarita’s Mexican Restaurant, he was charged with expanding the Margarita’s brand both as a franchise and as a corporation.

For 2012, he’ll put the majority of his effort into supporting new and prospective franchisees. “Knowing how to manage relationships with franchisees,” is something Marin says he’ll bring with him courtesy of his years with Ted’s Montana Grill and Copeland’s. As of the first of June, Margarita’s Mexican Restaurant’s welcomed its first franchisees wand their new location in Livingston, N.J. The newest members of the Margarita’s family are in the process of opening four additional locations.

As far as the Mexican restaurant’s corporate growth is concerned, Marin says he’ll focus on that component of his strategy in 2013. He hopes to perfect Margarita’s franchising model and have a strong infrastructure in place so the company “can grow sustainably.”

 

This disciplined approach to franchising stems from co-founders John and Dave Pelletier. The brother duo staunchly believes that being successful franchisors means viewing things in terms of “our business” as opposed to “their business” when it comes to the franchisee-franchisor relationship. Rapid-fire franchising doesn’t allow for Hugo, John or Dave to provide the type of support they feel their franchisee partners deserve.

 

Being a Margarita’s Franchisee is Like Being a New Family Member

“The perfect Margarita’s Mexican Restaurant franchisee is experienced in quick serve restaurants, quick casual restaurants and multi-unit franchises,” says Hugo. Of course, access to financial resources is also important. Franchisee hopefuls need access to capital to grow and sustain their franchise location for 5-6 years. The initial investment to open a Margarita’s franchise unit is between $1.5 million to $2.5 million.

 

“We’ve been lucky,” says Hugo of the financial fortitude of Margarita’s. Their franchisees haven’t experienced any problems securing loans, SBA or otherwise. The franchise is pre-approved by the SBA for loans.

 

In addition to financial backing, “It’s important that the franchisee has local knowledge of consumers, laws and regulations,” says Marin. Part of the Margarita’s culture is its commitment to the local community. Those who want to become a part of the Margarita’s family must be capable of duplicating Margarita’s brand and culture. Margarita’s Mexican Restaurants are, above all, a family.

 

“The family feel that the owners have created is like no other,” says Hugo of founders John and Dave. There are a number of employees, from servers to corporate employees, who have been with the company between 15 and 20 years. One such employee in the Boston area has been a server for 22 years. She’s otherwise employed, but picks up a shift or two during the week because she loves the work environment so much.

 

All franchisees have Hugo, John and Dave’s personal cell phone numbers and are met with on a monthly basis to receive support and guidance from the executive team. According to Hugo, the secret to the franchise’s family feel is that John and Dave understand that, “it’s not about them. They take into consideration how people are going to react. People work hard for them without being asked.”

 

That’s the kind of love and dedication Hugo himself has for the company. “Right now my number one goal and challenge is immersing myself in the culture inside-out,” Hugo explains. “I’m learning the Margarita lingo.” Marin feels it’s important to run a company as if you own it—just another way he’s committed to making himself a true member of the Margarita’s family.

 

“We’ve been around for 25 years; if you want to be a part of a family that celebrates your successes on both the corporate and franchising sides, this is a great company to work for,” concludes Hugo.

 

Interview with CEO of British Swim School

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If you’re a British Swim School franchisee chances are you don’t own your own pool.

 

“We don’t build pools,” says Chris Simnick, founder of Synergy Franchise Group, LLC.  While that might sound counterintuitive, it’s actually just one of the many important details Chris and British Swim School CEO Rita Goldberg have nailed down in the process of making British Swim School a successful franchise. As it turns out, owning your own pool increases your overhead costs due to maintenance, repairs and general upkeep.

 

 

The Beginning of The British Swim School

 

Rita Goldberg has always been a swimmer. Born in Manchester, England, the British Swim School’s chief executive officer was a national swimmer in Britain and later worked in England’s education system as a swimming instructor. She began giving swimming lessons independently and soon a light bulb went off—this was what she wanted to do for the rest of her life.

 

Rita opened her first swimming instructional facility in 1981, after installing a swimming pool in the basement of a Victorian house, which according to Rita was “no small feat.” Within two months she had over 450 students and was operating at capacity. It was here that Rita took painstaking measures to develop standardized procedures to make swimming lessons both effective and fun for her students.

 

Growing, Growing, Growing

 

Ten years later, Goldberg moved to the United States. In 1993, she opened her first indoor swimming school in Coral Springs, Fla. and began implementing programs at other pool facilities in Marriot hotels and health clubs.

 

As the success of her swimming instruction classes grew, Rita turned to franchising to expand her business. “I knew I couldn’t do it all myself,” she said. Goldberg recognized in order to expand her business in a way that upheld the standards she had created she would need others that had a passion for swimming, children and teaching.

 

Rita enlisted the help of Chris Simnick, whom she’s aptly nicknamed “Guru,” to help her with the process. Simnick has over 30 years working with franchises; he’s been a franchisee, a franchisor, and an independent business owner.

 

Being a Franchisee

 

“We should prepare our franchisees to hear, “My child learned more today than a full summer of lessons!” from parents because we hear it so often,” says Goldberg.

 

Goldberg has done more than create a service that parents love; she’s developed a method of teaching children that appeals to them. “Children learn so much better when they’re having fun,” says Goldberg. It appears the British Swim School has found a way to integrate what both parents and children want. Today, there are 3,000 students taught at a British Swim School location in the U.S. in one week.

 

Though the franchise is fairly new, that hasn’t stopped British Swim School franchisees from experiencing tremendous success. One franchisee, located in Maryland, doubled in size in one summer; increasing the number of students she teaches from 250 to 500.

 

But it’s not all fun and games—there’s a tremendous amount of hard work that comes with the territory. The training process for a new British Swim School franchisee is rigorous. Hours are spent in the pool and also learning about the business model itself. “If the franchisee isn’t ready things don’t move forward,” says Rita.

 

That’s not to say the British Swim School’s management team isn’t supportive. “Unless we are good franchisors we won’t have good franchisees,” says Rita. That applies to more than just the training process. Whenever a franchisee is experiencing difficulty of one type or another or simply needs advice Rita herself and her team are more than happy to help.

 

The Business Model

 

“Rita’s successful track record validates her business model,” says Chris Simnick.

 

The possibility for a British Swim School franchisee to do well and “make a great wage,” as Rita says, is very high. First and foremost, franchisees don’t need to own a pool to become involved. Pool construction, as Rita knows, can be an expensive undertaking. Pool maintenance, upkeep and adherence to health codes are added concerns a franchisee doesn’t need to worry about with British Swim School.

 

All franchisees rent pool time from hotels, health clubs and similar organizations with the help of the British Swim School’s management team. Pools are selected with particular demographics in mind.

 

The beauty of the British Swim School’s model, aside from minimum costs to the franchisee, is the capability to move and follow clientele as neighborhoods change, students move, and pools undergo maintenance. Also, because of this fluidity, franchisees are able to generate income from multiple locations.

 

For Rita, it’s rewarding, “getting others to do equally well and watching others experience the same joy,” that she experiences from the success of the British Swim School.

 

It’s clear, however, that for Rita Goldberg, the success of her students remains the most rewarding aspect. “When you have a little one come in terrified one day and swimming laps the next, it’s a particular type of joy.”

 

If you’re interested in learning more about becoming a British Swim School franchisee we can help!  

Check Yourself Before You Wreck Yourself: Emotional Contagion In the Workplace

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On October 14, 2003, Steve Bartman was escorted by ballpark security from Wrigley Field. He wasn’t a rowdy fan nor had he started a fight. He had innocently reached for a foul ball hit down the third base line and disrupted a potential catch by Chicago Cubs outfielder Moises Alou, embroiling Bartman in a terrible case of mass emotional contagion.

Emotions are contagious—hang around a smiling, happy baby and you can’t help but smile yourself. Spend time with an anxiety-ridden person and you’ll find yourself biting your own nails and tapping your toes. Emotional contagion is the tendency to catch and feel emotions similar to those around you. It’s been around since before our ancestors invented the first language.

When Moises Alou’s potentially game-making catch was ruined by Bartman’s attempt to snag a foul ball, Alou understandably reacted with extreme frustration, anger and contempt. He threw a tantrum on the field yelling at the fans, at Bartman, slamming his glove down on the ground and angrily gesturing at the crowd.

The brain’s Mirror Neuron System (MNS) interprets the body language, pupil movements, vocal tones and facial expressions of those around us. In turn, we begin to mirror those same sentiments with our own physical and facial movements. When Moises Alou reacted as he did, even those who couldn’t hear or see him but heard the description of his reaction began to mirror his sentiments and direct them, too, at Bartman. As a result, the normally friendly Chicago Cubs fans became an angry mob.

For the remainder of the game, Bartman endured jeering from those within and outside of Wrigley Field. The crowd chanted derogatory names, threw pretzels, hot dogs and beer at the Cubs fan shouting, “We’re gonna kill you!” as he was eventually led from the ballpark by security.

But what if Moises Alou had controlled his temper? Instead of being angry for a period of minutes, what if he’d shown his frustration and then visibly moved on, refocused on the game?

Whatever the reason, we’ve all experienced moments of duress, stress and negative emotions at work. Sometimes we breeze through the tough times. Others, we become mired in a negative funk. Like a junkyard dog that couldn’t leave an open can well enough alone, our noses are stuck and all we can do is wait for someone to help us.

Unfortunately, negative emotions are easy to catch. That’s why it’s important to learn to be aware of how you’re acting and what you’re saying when you’re having a bad day. You may pass it on to others. Consider how you feel if the boss scolds you or if you’ve had fight with a coworker. Your feelings become a distraction and you’re less productive.

To combat the blues, “You don’t need to try to feel positive,” says David R. Hamilton, PhD. “Just recognize that your body language and facial expressions reflect mood, so use these as tools.”

“Lift your shoulders back, breathe deeply and easily and smile if you can. With any luck, [the MNS of the coworker] will be able to mirror you,” says Hamilton.

After Moises Alou’s temper tantrum in left field, shortstop Alex Gonzalez misfielded the ball (a rare thing for the Cubs player). Had Gonzalez properly fielded the hit, the Cubs could have ended the half-inning with a double play still ahead by two runs. Instead, the focus remained on Steve Bartman as fans became more and more agitated.

The focus had completely shifted; distracted by their rage, anger, disappointment and anxiety the players and the Cubs fans directed a portion of their energy at Steve Bartman, instead of where it should have been: the game. The Cubs lost the game 8-3 to the Florida Marlins, who went on the win the world series that year.

The next time you’re angry, anxious or just not having a good day, remember how you’re feeling will spread to those around you. Though it may be unintentional and completely natural, it can still steal the show.

How To Get The Most Out of Your Franchise Search

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Becoming a franchisee is a big decision. Picking the wrong franchise is a big mistake. The easiest way to avoid kicking yourself for selecting the wrong concept is to do your research and request information on multiple franchises from a franchise directory or portal. You’ll see a big pay-off.

 

You can search based on your criteria

Only have a certain amount of available investment capital? Interested in staying in a particular state, region or country? Want to work in a particular industry? Franchise directories and portals let you search hundreds of available opportunities according to what’s most important to you. Not sure what you’re interested in yet? You can always browse the directory or portal’s list of available concepts for inspiration.

 

You Can Submit For Multiple Concepts Without Visiting Multiple Websites

Franchise directories and portals also let you submit for multiple concepts at once, a critical part of finding the right franchise. Many of them suggest related concepts based on those you’ve viewed, cutting down on additional legwork. The more you know the better you’ll be able to select your perfect franchise fit.

 

Treasure Troves of Information

Updated regularly, franchise directories and portals are valuable information resources. Often, they’ll have articles on franchises, small business news articles and helpful hints for franchisees. In addition, newly established franchises will be listed as soon as they’re ready to expand, a fantastic way for entrepreneurs to find new and exciting business ventures.

 

Your Direct Link to Franchise Development Teams

When you submit for information from a directory or portal, your information goes directly to the franchise development teams that interest you. On the rare occasion you don’t receive information or a phone call from a franchise development team member the directory or portal you used will be happy to contact them for you. Directories and portals generally have good relationships with the franchises they list on their websites. When you speak with the directory or portal, suggest a time of day you’re normally available to talk if you’re interested in speaking with a franchise development team member directly.

 

Do you have any suggestions on how to find the best franchise? We’d love to hear from you. Please leave your comments below. 

Christian Brothers Automotive: Interview with Top Management

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One of the fastest growing automotive franchises isn’t looking for franchisees with past automotive experience. It’s why Automotive Repair For Dummies is required reading for a new Christian Brothers Automotive franchisee. Christian Brothers Automotive isn’t in the car business; it’s in the customer care business.

 

One of the most anxiety-ridden processes is dealing with car trouble. So often we’re told stories of product-pushing mechanics and cumulative costs high enough to make you faint. It’s rare to hear about a place that puts the comfort of the customer first, except at Christian Brothers Automotive.

 

The successful concept began as one garage owned and operated by chief executive officer Mark Carr. Carr is a self-made businessman who fell into the car business accidentally when a member of his Bible study group mentioned he wanted help opening up a garage.

 

Now, 19 years later, Christian Brothers Automotive has 85 locations already serving customers across the U.S. and plenty more locations coming own the pipeline.

 

We interviewed Vice President of Franchise Development Josh F. Wall about Christian Brothers Automotive, what it looks for in new franchisees, how their franchising process works and finally, what we can expect from the franchise in the future.

Interview with Christian Brothers Automotive VP of Development Josh Wall

You can follow Christian Brothers Automotive via Twitter and find the location nearest you on Facebook.

 

Preparing For Hurricane Irene

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As Hurricane Irene approaches the eastern seaboard of the United States millions of Americans are gathering supplies  and preparing to evacuate. The employees of Franchise Clique are doing the same.

I grew up in Florida, a state that has seen its share of hurricanes. My family had just purchased a house south of St. Augustine when Hurricane Andrew blew through. We were lucky; we only lost shingles from our roof. Andrew remains as one of the worst hurricanes on record in terms of property damage.

Please take the proper precautions when preparing for a natural disaster like Irene. Remember that belongings are replaceable and people are not.

Luckily, if your home or business bears witness to hurricane-force winds and torrential rain there are people who will be there to literally help you pick up the pieces. We hope you have no need of the franchises and business opportunities on our site due to hurricane damage, but we want you to be prepared if you do need help. We work with the franchisors and franchisees of all of these concepts and know they’ll be there when you need a helping hand.

As we batten down the hatches here in Charleston, S.C. we hope that you and your family remain safe now and through out the remainder of hurricane season.

Batteries Plus Franchisee Interview

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Listening to Bates Kennedy’s smooth southern accent you begin to understand why he’s experienced success as a Batteries Plus franchisee. Since 2001, Kennedy has opened eight of the battery and light bulb retail stores in his home state of South Carolina as well as one in Savannah, Ga.

 

It’s not uncommon for franchisees to leave one industry and enter into another when becoming franchise owners. Kennedy couldn’t have told you a thing about batteries or light bulbs 11 years ago. In 2001 Kennedy was driving down the interstate listening to the radio when PBS aired a story on Batteries Plus.

 

“I remembered they mentioned it was 50 percent commercial and 50 percent retail sales. I knew I could handle the commercial,” said Kennedy, recently unemployed at the time. Before Batteries Plus he was a textile manufacturing sales representative. As the climate of the textile industry changed so did Bates’ employment opportunities. He liked what the radio had to say about Batteries Plus and later in the year, on September 11, 2001, he purchased his first location in North Charleston.

 

Today, almost 11 years later, Kennedy is a franchise veteran. As he speaks about his experience with Batteries Plus, he remarks on both the best and the worst parts about being a franchisee:

 

“These days dealing with banks is the worst part,” says Kennedy, referring to the anxiety shared by small business owners and entrepreneurs alike over finding capital and securing bank loans in today’s economy. Opening any business “takes a lot of capital. You’re going to live without and it’s going to be a time commitment.” Bates adds that being a Batteries Plus franchisee was more than he expected, in a good way. His decade-long partnership with Batteries Plus has been filled with “evolving support” and he feels the franchise has a “good model.”

 

“In the beginning there were a lot of moving pieces,” he continued. “It takes a few months to get the retail location ready. When you’re finally open for business you’re looking at all your brand new inventory and you’re excited. Then you wonder, where are all the customers? Once I had someone walk in, look around, turn to me and say, ‘Batteries. Good luck!’ and walk out the door.”

 

It’s in these beginning moments franchisees begin to realize the financial implications of their franchise agreement. “They’re going to take their cut,” says Kennedy of franchisors, “Whether you write a check or they draft your account.” Bates isn’t bothered by what he pays to Batteries Plus. It pays for all the things he couldn’t or doesn’t have time to handle himself but needs in order to be successful, like marketing. He’s thankful for it.

 

Bates admits franchising “is not for everyone” and he understands why the relationship between franchisee and franchisor can become strained, especially in the beginning and especially when it comes to money. That being said, he’s very happy to be a Batteries Plus franchisee.

 

In the end, “A lot depends on you,” he concludes.

Revive Energy Vending

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Remember exam time during college? Twice a year we subsisted on caffeine, Red Bull and whatever snacks we could smuggle into the library. As the clock moved past midnight eyelids at every table began to droop. Soon, there’d be a cacophony of opening energy drink cans, a burst of energy and a crash into more tiredness.

 

The problem with energy drinks, aside from their taste and high price, is they only provide a short burst of energy. When you’re cramming for finals, helping someone move or trying to stay awake on a long drive the last thing you want is to end up more tired.

 

Revive Healthy Energy has somehow managed to make mints that slowly release caffeine and antioxidants for sustained energy. Instead of a burst of energy followed by fatigue, Revive’s mints keep its users happy and energized longer.

Video: The Science Behind Revive

 

Fresh Healthy Vending: Guilt-Free Vending Machines

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It’s clearly a concept born in California—vending machines filled not with Twinkies, but with 100% juices, smoothies, fruits, veggies and organic snacks.

 

Fresh Healthy Vending is a franchise concept that is changing snack options in school and office vending machines across the U.S. It’s the new, “Why didn’t I think of that?” idea.

 

Instead of potato chips, candy bars, sodas and other empty calorie foods, Fresh Healthy Vending offers well-known junk food alternative brands like Annie’s, Horizon, Barbara’s Bakery Snacks, Odwalla, Kashi, Clif, R.W. Knudsen and Stonyfield. It’s not just granola bars and naturally sweetened drinks, either. Depending upon the vending machine, you can find entire meals from Thai Kitchen, yogurt from Wallaby’s and even get a daily serving of fruit.

 

Fresh Healthy Vending and similar healthy vending ideas benefitted from President Barack Obama’s The Healthy, Hunger-Free Kids Act of 2010. Created in hopes of challenging the U.S.’ obesity and nutrition problems through the use of healthier school meals, the Act is expected to boost organic food industry sales—which showed a growth of almost 8% in 2010 and grossed over $28.6 billion dollars.

 

All the buzz has meant sweet success for Fresh Healthy Vending. In four months the company made $3.8 million from selling franchises, and they’re looking for more fresh franchisees to make the brand even bigger.

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Cool-de-Sac: The Coolest Franchise You Haven’t Heard Of

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So far, there are only a few U.S. locations of Cool-de-Sac, the trendy adult-friendly but kid-focused franchise, but when a location opens near you your kids won’t be the only ones jumping for joy.

 

The people behind Cool-de-Sac brilliantly realized that kids are not the only guests at children’s birthday parties. After all, when was the last time you saw a 7-year old drive themselves to a birthday celebration? (I’m hoping it’s been awhile.) Parents’ days of enduring lame, tired salads and pizza baked yesterday and kept warm beneath heat lamps are over. Cue Handel’s Messiah.

 

THE FOOD

 

Cool-de-Sac has two menus: one for parents and one for children ages 13 and under. While there’s a distinct difference in offerings between the two, there’s been a clear effort to offer healthier choices on both, especially on the kid’s menu. Cool-de-Sac takes their genius concept to the next level by cleverly masking healthy items, like their carrot and sweet potato purée, in traditionally less healthy ones, like cheese pizza. In addition, Cool-de-Sac had nutritional analysts specifically review the kid’s menu. No more fighting over what to order—there’s nothing really unhealthy to choose from.

 

As far as the grownups are concerned, Cool-de-Sac puts every other competitor to shame with menu items like their Goat Cheese Salad, Salmon Burgers and Sweet Potato Fries. Not to mention, there’s beer and wine on the menu. (Not that you’d need any.)

 

 

THE FUN

 

There’s more to Cool-de-Sac than just their trendy menu. While you’re enjoying your meal (and perhaps a glass of wine), kids have the opportunity to play in 7 differently themed playrooms:

  • Arts— Where they can color, draw and create artistic masterpieces
  • Blocks – Where they can create buildings, cars and more with lock blocks (like Legos).
  • Computers – Where they can play on Apple iMacs or with Wiis
  • Salon – A girly girls’ dream come true! Kids can play dress up to their heart’s content or get a mini manicure and makeover with the help of a Cool-de-Sac attendant.
  • Play Unit – Where kids can climb, swing and maneuver their way through the expansive play unit.
  • Tots – A special room for Cool-de-Sac’s littlest guests.
  • Lightspace— A light up dance floor is fun at any age!
  • Discovery – Where kids can play with magnets, interlocking gears and other scientific toys.

 

THE VERDICT

 

Cool-de-Sac is definitely cool. Finally, there’s a place where kids are free to be kids and adults are free to enjoy themselves in their own way. Appropriately, Cool-de-Sac’s focus is predominately on it’s kid clients, but it obviously hasn’t ruled out their parent’s fun, either. Not that a light up dance floor can’t be fun for all ages.