The advantages of using this method to propel growth and back major investors.
In my experience as chief operating officer, I’ve supported prospective franchisees from all walks of life to realize their dreams of business ownership. Some approach the investment opportunity with Stagecoach Performing Arts as the chance to run a part-time performing arts school from the comfort of their own home office, while others see it as a long-term investment with scope for high-net profitable gain. Either way, our global children’s services franchise provides each and every one of our 350 franchisees worldwide the chance to achieve their dreams, no matter the size, scale or end goal.
Heather and Cris Salvador are two of the most established franchisees in our U.K. network and are role models for other budding entrepreneurs – whether part of the Stagecoach network or any other franchise for that matter. The married couple invested in their first Stagecoach franchise in 2005, taking over operations of the franchise that Heather had been working for as a singing teacher for three years: Stagecoach Leeds Audley, Menston & Horsforth. Over the years, Heather and Cris have invested in multiple territories, before selling them on to equally passionate prospects. As true entrepreneurs and brand ambassadors, they’re now thought of as the go-to advisors for other less established franchisees, regularly fronting workshops and presentations at our network events.
Heather and Cris’ insight into the operations of a successful Stagecoach franchise have even had a long-lasting influence on our international business model. “As a couple, our strengths lie in growing small businesses which is why, back in 2010, we started investing in smaller, less established existing schools that we felt we could develop,” says Cris. “But when we started investing in multiple franchises, we still had to run two schools ourselves, leaving no time to oversee the daily operations of our managed schools. We had talked to Stagecoach about this challenge and, working together with some other franchisees, we created a solution: an option for schools to be managed, allowing for the franchisee to oversee the management team and work on business development. This was then implemented across the network in 2016.”
Heather and Cris now manage 10 territories, with 21 schools, throughout West Yorkshire, handling everything from administration, events and workshops to managing their team of experienced teachers and making sure their students are getting the most out of their lessons. “We first brought in managers to operate our schools around three years ago and since then we have added two full-time administrative members of staff, who support us in running the business from our home,” explains Heather. “Now we know that the more time we have away from the business, the more help and expertise we can offer our staff, and the easier it gets.
“We want to double the size of our business within a couple of years, growing our support team and taking opportunities where they present themselves. Currently, our territories are in three distinct areas in the U.K., so we’d like to bring in a team leader to oversee operations of our ‘region’.”
“Thanks to the freedom the franchise manager position allows, we’re finding our franchise opportunity is appealing to prospects with more of an entrepreneurial background”
Allowing our franchisees to bring in managers to operate one, or all, of their schools has opened up our investment opportunity to more prospects than ever before. Traditionally, our model has appealed to former performers with a passion for the arts, or Stagecoach teachers looking to maximize on their expertise of our brand. Now, thanks to the freedom the franchise manager position allows, we’re finding our franchise opportunity is appealing to prospects with more of an entrepreneurial background.
Multi-territory growth
Johannes Mock-O’Hara, David O’Hara, and Perrin Manzer Allen have a long-term plan for the growth of their franchise in Berlin, Germany. Their three separate skill sets in production, administration and performance, qualified them as the perfect team to successfully bring the brand to northern Germany, which they launched back in the autumn term of 2019. From the day that they signed their franchise agreement, they committed to establishing our brand in a market we hadn’t previously explored.
“Stagecoach is almost completely unknown in our part of Germany – I knew about the brand from my dealings with U.K. business contacts during my time with an international entertainment group,” explains Johannes. “However, I felt confident in our ability to market the programme to a new demographic of students and parents. I take great pride in changing people’s lives, preparing them for an exciting future, whether or not they choose to go into performing as a profession. I also have a great interest in the franchising industry too – I even wrote my thesis on franchise systems when studying for my Business Management diploma. As a businessman, I know only too well that operating a franchise is often more successful than going it alone.”
With plans to launch a further 20 Stagecoach schools in the following five years, Johannes and his team are looking to establish Stagecoach as the children’s performing arts school of choice for families across the region.
“Eventually, David, Perrin and I will be operating a network of franchises in and around Berlin, which promises to provide us with a comfortable lifestyle and a better work-life balance than in previous roles,” added Johannes. “That, for me, is a real benefit of running a Stagecoach franchise – combining an appreciation for the performing arts, a passion for changing the lives of children, and a dream to build a good lifestyle for your own family. It’s a win-win-win.”
In both cases, these teams of franchisees have come into the opportunity with the awareness of the scalability of our business model. Whether they chose to slowly immerse themselves into the world of multi-territory investment or join the network committing to launch multiple locations as a regional master franchisee from the outset, both options show what can be achieved when you plan big in franchising.
THE AUTHOR
Andy Knights is chief operating officer of global children’s performing arts franchise, Stagecoach Performing Arts. He has over 19 years’ experience working in the franchising industry and oversees all aspects of business operations for the brand, including marketing, franchise recruitment and business development.
