The UPS Store Franchise Cost

WSI , which stands for We Simplify the Internet , is an established digital marketing franchise that gives entrepreneurs the opportunity to build a scalable, home-based marketing consultancy without the substantial overhead associated with a traditional brick-and-mortar business. Founded in 1995 and franchising since the mid-1990s, WSI has spent more than three decades evolving alongside the digital economy. The company describes itself as the world's largest digital marketing network, with a presence in more than 80 countries and a history of helping businesses leverage digital technology to generate leads, acquire customers, and grow revenue. The opportunity is particularly interesting for entrepreneurs who enjoy sales, consulting, relationship building, and business strategy , but don't necessarily have a technical or digital marketing background. WSI provides the training, systems, technology, supplier relationships, and global network that allow franchisees to focus primarily on acquiring clients, understanding their needs, developing strategies, and managing relationships . What Does a WSI Franchise Owner Actually Do? At its core, a WSI franchise is a B2B digital marketing consulting business . Rather than simply selling individual marketing services, WSI positions its franchisees as strategic advisors to business owners. Franchisees work with clients to understand their business objectives, identify opportunities, and develop digital strategies designed to generate measurable business results. Services can include areas such as: Website design and development Search engine optimization (SEO) Paid search and pay-per-click advertising Social media marketing Content marketing Reputation management Email marketing Lead generation Conversion optimization Analytics and tracking E-commerce solutions Artificial intelligence strategy and implementation Digital strategy and consulting WSI's current positioning emphasizes an end-to-end digital marketing approach , including web design, SEO, paid media, AI strategy, and brand building. An important distinction is that the franchisee does not necessarily need to personally perform all of this technical work. WSI's model allows the owner to operate primarily as the consultant and business development professional , utilizing WSI's network of technology partners, production resources, and specialists to fulfill client projects. That creates a business model that can be considerably more scalable than trying to personally perform every service sold. A Low-Overhead, Home-Based Business Model One of the biggest attractions of WSI is the relatively low overhead. There is no requirement to purchase or lease a retail storefront, purchase expensive equipment, maintain inventory, or build out a physical location. The business can be operated from a home office or professional office environment, allowing owners to keep their fixed costs relatively low. WSI's current franchise materials specifically emphasize that the business is service-based and does not require the traditional retail expenses associated with a physical franchise location. This also creates flexibility for an owner who wants to build the business gradually. A franchisee can initially focus on: Sales → Consulting → Client Relationships → Strategy while leveraging WSI's infrastructure for the technical execution and fulfillment of projects. As the client base grows, the owner can decide whether to remain a highly leveraged consultant or build an internal team and expand the operation. How WSI Makes Money The economic model is based primarily on selling digital marketing services to businesses. A typical client relationship can encompass multiple services rather than a single project. For example, a business might initially hire a WSI consultant to redesign its website and subsequently purchase SEO, paid advertising, social media, content, analytics, or other services. This creates an opportunity to develop long-term client relationships and recurring revenue rather than relying exclusively on one-time transactions. That recurring nature is one of the more compelling characteristics of the model. Once a franchisee establishes a strong client base, the business can potentially develop significant recurring revenue because clients often need ongoing digital marketing services. Third-party franchise information currently characterizes WSI's model as having a high proportion of recurring revenue and strong client retention, although candidates should validate any financial-performance claims directly against the current FDD and conversations with franchisees. WSI's Consultant-Centric Model One of the most important things for a prospective owner to understand is that WSI is not simply a website-development franchise or an advertising agency where the owner is expected to become a technical expert . The owner is fundamentally a consultant and business owner . WSI describes its approach as consultant-led rather than cookie-cutter marketing. Franchisees are expected to understand the client's business, identify its challenges, and develop a strategy based on the client's specific objectives. This makes the opportunity particularly attractive to people with backgrounds in: Sales Business development Consulting Marketing Management Entrepreneurship Account management Corporate leadership Professional services Strong communication and relationship-building skills may ultimately be more important than technical expertise. In fact, WSI's franchise materials have historically emphasized that previous digital marketing or technical experience is not required , because the system provides extensive training. Training & Support WSI has built a substantial training and support infrastructure around the franchise model. The initial training process includes an online pre-training component followed by intensive in-person training. Current franchise materials describe a two-stage initial training process, with online preparation followed by a five-day in-person training program at WSI's facility in Toronto. Training covers areas such as: Digital marketing fundamentals Sales Client acquisition Consulting Proposal development Client relationship management Business operations Working with production partners Digital marketing strategy WSI technology and systems After initial training, franchisees continue to receive support through coaching, webinars, advanced training, regional events, and the broader WSI franchise community. WSI also utilizes a Quick Start Program designed to help new owners establish their businesses and develop the habits and activities necessary to build an initial client base. Technology & Production Infrastructure Another important component of the model is the separation between selling/consulting and production . The franchisee is responsible for developing the client relationship and understanding what the client needs. WSI's broader network and production resources can then assist with executing the technical components of the engagement. This can allow an owner to operate with a relatively lean organizational structure. It also means the business isn't necessarily limited by the owner's personal ability to design websites, write code, manage SEO campaigns, or execute advertising campaigns. The owner can instead focus on the higher-value activities of: Finding clients → Diagnosing problems → Developing solutions → Managing relationships → Growing accounts That distinction can be especially attractive to sales-oriented entrepreneurs. Territory & Geographic Flexibility WSI's current franchise structure is somewhat different from the traditional franchise model. Rather than providing a conventional exclusive geographic territory, WSI offers Regional, National, and International licenses , and its territories are described as non-exclusive. That means the opportunity isn't necessarily tied to a specific physical location. A franchisee can pursue clients outside of a traditional local territory, which is particularly relevant for a business that can be operated virtually. This creates the possibility of building relationships with clients locally, nationally, or potentially internationally. It also means prospective franchisees should understand that non-exclusive territories work differently from traditional protected franchise territories and should carefully review the applicable territory provisions in the FDD and franchise agreement. Scalability WSI can potentially be built in several different ways. Solo Consultant An owner can operate a relatively lean business, concentrating on sales, consulting, and client relationships while utilizing WSI's infrastructure for fulfillment. Small Agency As the client base grows, the owner can hire employees or contractors to assist with sales, account management, client service, or other functions. Larger Digital Marketing Business A successful franchisee can potentially develop a larger organization with multiple salespeople, account managers, and other personnel while continuing to leverage WSI's systems and production resources. This gives the model an interesting combination of low initial overhead and potential scalability . Why the Opportunity Is Interesting There are several characteristics that make WSI stand out within the franchise marketplace. 1. An Established Brand WSI has been operating since 1995 , giving the company more than 30 years of experience in an industry that has changed dramatically over that period. 2. Huge and Growing Market Virtually every business today needs some combination of a website, search visibility, online advertising, social media, reputation management, lead generation, analytics, and digital strategy. The increasing importance of AI is also creating new opportunities for businesses to seek outside expertise. 3. Low Physical Overhead There is no traditional storefront, inventory, or expensive equipment. 4. Home-Based Potential The business can be operated from a home office, making it attractive to entrepreneurs seeking flexibility. 5. Recurring Revenue Potential Digital marketing services can create ongoing relationships rather than relying exclusively on one-time sales. 6. Scalability The owner can potentially grow from a solo consulting operation into a larger agency. 7. No Requirement for Technical Expertise The franchise provides training and access to a broader production and technology ecosystem. 8. Global Network The size and longevity of WSI's franchise network provide resources that would be difficult for an independent startup to replicate.

DOXA Talent  is a unique franchise opportunity in the rapidly growing global staffing, talent solutions, and business process outsourcing (BPO) industry. Unlike traditional staffing companies that require recruiters, large teams, and operational infrastructure, DOXA Talent provides franchise owners with a  home-based, B2B consulting model  where the franchisee focuses on developing relationships with businesses while DOXA’s corporate team manages the fulfillment side of the business.  The company was founded around the concept of  “Conscious Outsourcing®”  — a people-first approach to global talent that helps businesses access highly skilled international professionals while creating meaningful career opportunities for workers around the world.  DOXA connects U.S. businesses with international professionals in areas such as: Accounting and finance Marketing Information technology Customer support Administrative support Other professional services roles Rather than competing in the traditional “cheap labor outsourcing” category, DOXA positions itself as a strategic talent partner helping companies scale more efficiently while maintaining quality, culture, and employee engagement.  The Founder Story: David Nilssen DOXA Talent was founded by  David Nilssen , an entrepreneur with more than two decades of experience building companies and global teams. According to DOXA, David’s background in entrepreneurship and international workforce development shaped his belief that traditional outsourcing models often treated people as transactional resources rather than valuable team members.  Before launching DOXA, David built experience in leadership, entrepreneurship, and scaling organizations. His vision was to create a model where: Businesses gain access to exceptional global talent. International professionals receive meaningful career opportunities. Entrepreneurs can build scalable businesses without the complexity of traditional staffing companies. This philosophy became the foundation of DOXA’s  Conscious Outsourcing®  model.  The DOXA Franchise Model The DOXA franchise model is designed as a  relationship-driven consulting business  rather than a traditional staffing agency. A franchise owner’s primary responsibility is: Identifying companies with talent challenges. Building relationships with business owners and executives. Understanding workforce needs. Introducing DOXA’s talent solutions. Managing the client relationship. DOXA’s corporate team handles the operational backend, including: Recruiting international professionals Candidate screening Human resources support Compliance Payroll administration Onboarding Talent management infrastructure This allows franchise owners to focus on the highest-value activities:  sales, relationships, and business development. Why This Franchise Model Is Different Many staffing and recruiting businesses require: Large recruiting teams Significant payroll obligations Office space Complex compliance requirements Operational infrastructure DOXA is structured differently. The franchise owner operates as a local business consultant backed by a global delivery organization. The model is: ✅ Home-based ✅ B2B-focused ✅ No employees required ✅ No inventory ✅ No storefront ✅ Low overhead ✅ Recurring revenue potential Revenue Model A major attraction of DOXA is the recurring revenue opportunity. Unlike many businesses where every month starts at zero, DOXA’s model is designed around long-term client relationships. Once a client hires international professionals through DOXA, the franchise owner can continue earning revenue as those placements remain active.  DOXA highlights three primary revenue streams: 1. Direct Client Relationships The franchise owner develops relationships directly with businesses that need additional talent. Examples: A growing company needing accounting support A technology company needing developers A service company needing administrative assistance A marketing company needing additional production capacity The franchise owner earns ongoing revenue from these client relationships. 2. Powered by DOXA / Reseller Partnerships Franchise owners can also develop partnerships with organizations that can introduce DOXA’s solutions to their own customers. Potential partners may include: Business consultants Fractional executives Accounting firms Technology providers Industry associations 3. Referral Revenue The model allows franchise owners to leverage their professional network and relationships to create additional opportunities.  Training and Support DOXA provides franchise owners with support designed to help them launch and grow their business, including: Initial training Sales and business development guidance Marketing support Technology systems Access to DOXA’s global talent infrastructure Ongoing operational support The goal is to allow owners to focus on generating opportunities while leveraging a proven backend system.  Market Opportunity The demand for flexible workforce solutions continues to grow as companies face: Rising domestic labor costs Difficulty finding qualified employees Remote work becoming mainstream Increased acceptance of global teams Pressure to operate more efficiently DOXA sits at the intersection of several growing trends: Global Workforce Solutions Companies increasingly use international professionals to expand capacity without dramatically increasing overhead. Entrepreneurship Through Consulting Many experienced professionals are looking for businesses that leverage their existing relationships rather than requiring them to learn an entirely new trade. Recurring Revenue Business Models Businesses increasingly value predictable revenue streams over one-time transactions. Strengths of the DOXA Franchise Opportunity 1. Asset-Light Business Model The franchise does not require: A commercial location Equipment Inventory A large staff This creates a lower-overhead operating model compared with many traditional franchises. 2. Strong Founder Vision David Nilssen brings significant entrepreneurial experience and a clear mission-driven approach centered around improving how global talent is utilized.  3. Recurring Revenue Potential Long-term client relationships and ongoing talent placements create the opportunity for revenue that compounds over time.  Who Should Consider DOXA? DOXA may be a strong fit for someone who: ✅ Has a strong professional network ✅ Enjoys B2B sales and consulting ✅ Wants a home-based business ✅ Values recurring revenue ✅ Prefers relationship-building over operational complexity ✅ Wants to leverage a proven infrastructure rather than build from scratch

Business Overview Majestic Residences is a residential assisted living franchise that provides 24-hour, non-medical care to seniors in smaller, home-like settings located within residential neighborhoods. Rather than operating a large institutional assisted living facility, franchisees typically purchase or lease a residential property, convert or prepare it to meet state licensing requirements, and operate it as a licensed residential care home. Depending on state regulations and the property, a typical Majestic Residences home may accommodate approximately 6 to 16 residents. Residents generally need varying levels of assistance with activities of daily living (ADLs), including bathing, dressing, grooming, toileting, eating, mobility, and other everyday needs. Majestic Residences combines the intimate environment of a residential care home with the systems, branding, marketing, technology, training, and operational infrastructure of a franchise organization. The brand's approach is centered around providing personalized senior care in a residential environment rather than a large institutional setting. The business was established in 2020 and began franchising in 2021. According to Majestic Residences' 2026 franchise materials, the system has sold 38 franchises, with 31 open at the time those materials were prepared. Residential Assisted Living Model Majestic Residences is designed around smaller residential homes where seniors receive individualized assistance while continuing to live in an environment that resembles a traditional home. Instead of developing a large senior living facility with dozens or hundreds of apartments, a franchisee can acquire or lease a suitable residential property and convert it into a licensed care home. Majestic Residences assists franchisees in evaluating potential properties based on factors such as market characteristics, floor plan, potential resident capacity, renovation requirements, zoning, and licensing considerations. Homes generally include private and semi-private resident rooms, common living and dining areas, and spaces designed for interaction among residents, caregivers, and visiting family members. Majestic recommends an approximately 80% private-room and 20% semi-private-room configuration when practical. A larger four-bedroom home with a converted garage, for example, may be capable of accommodating approximately 10 residents, subject to state and local regulations. The smaller-home format is intended to provide residents with a more personal alternative to traditional large-scale assisted living communities. Majestic emphasizes low resident-to-staff ratios, personalized care, a home-like environment, family involvement, and encouraging residents to maintain independence where possible. Resident Services Majestic Residences homes serve older adults who can no longer live independently and require assistance with everyday activities. Depending on the individual's needs and applicable state licensing requirements, residents may receive assistance with bathing, grooming, dressing, toileting, meals, medication management, mobility, and other daily activities. Homes may also serve residents experiencing memory loss or cognitive impairment, including individuals with Alzheimer's disease or dementia. Majestic Residences identifies additional resident needs that may include stroke recovery, arthritis, multiple sclerosis, diabetes, incontinence, joint replacements, degenerative joint disease, high blood pressure, and increased fall or safety risks. Potential residents are assessed before admission to determine whether the home is an appropriate environment for their individual care requirements. Additional services and programming can include housekeeping and laundry, emergency response services, memory and cognitive assistance, social and recreational activities, music programs, horticulture programs, holiday and birthday celebrations, respite services, and adult day services. Welcome H.O.M.E. Philosophy The Majestic Residences care model is built around its "Welcome H.O.M.E." philosophy, representing: Honest Care Observant Care Memorable Care Empathetic Care These values are designed to guide the resident experience and the interactions between caregivers, residents, and their families. The company's objective is to combine professional senior care with an environment in which residents are known personally and treated as members of a household rather than simply occupants of a facility. Real Estate and Business Ownership Model One of the distinguishing characteristics of Majestic Residences is the ability for a franchisee to potentially combine ownership of an operating senior-care business with ownership of the underlying real estate. A franchisee may purchase an appropriate residential property and operate the Majestic Residences business from that property. This creates two distinct potential assets: the residential property itself and the operating senior-care business. Alternatively, depending on the franchisee's strategy and circumstances, the property may be leased rather than purchased. Majestic assists franchisees in evaluating properties from the perspective of a residential assisted living operator, including market and location considerations, property layouts, renovation needs, licensing requirements, resident capacity, staffing requirements, and preparation of the property for opening. The model also provides the potential for multi-unit development. After establishing the first residence, franchisees whose financial position, operating performance, and market conditions support expansion may develop additional homes and build a portfolio of residential assisted living operations and, where applicable, residential real estate. Ownership Structures Majestic Residences identifies multiple paths for participating in its system. An Owner-Operator owns and actively operates a Majestic Residences home. An Investor-Owner owns the business and potentially the underlying real estate while employing an administrator or manager to oversee daily operations. A Real Estate Investor may own a suitable property and lease it to a Majestic Residences operator. An Area Developer focuses on developing multiple Majestic Residences locations within a defined territory. For traditional franchise ownership, Majestic is designed to accommodate semi-absentee ownership once the franchisee has hired the appropriate administrator and staff. Semi-Absentee Management Structure Majestic Residences does not require the franchise owner to personally provide day-to-day care to residents. Each home requires an administrator or home manager who meets applicable state certification or licensing requirements. This individual manages the home's daily operations. Caregivers, referred to within the system as Resident Ambassadors, provide direct care and are certified or licensed when required by the applicable state. Once this team is established, the franchise owner's responsibilities are primarily managerial and strategic. The owner oversees the administrator and staff, monitors the operation of the residence, communicates with residents' families as necessary, manages the business, and maintains regular contact with the administrator. Majestic describes semi-absentee ownership as its preferred structure, with the franchisee maintaining regular oversight of the administrator rather than personally managing every shift or providing direct resident care. Staffing The primary management position within a Majestic Residences home is the Administrator/Home Manager . This individual must meet the certification or licensing requirements established by the state and is responsible for managing daily operations. The direct-care staff consists of Caregivers/Resident Ambassadors , who provide non-medical assistance to residents and maintain the appropriate certifications or licenses required in their state. Staffing requirements vary according to the number of residents, level of care required, state regulations, and other operational considerations. Technology Majestic Residences incorporates technology into both resident care and franchise operations. Franchisees receive access to a cloud-based, residential-care-specific health records platform designed to manage resident and employee records, documentation, and regulatory compliance. The consumer-facing operation also incorporates assisted living technology intended to support resident care. Majestic states that its homes utilize technology capable of providing real-time notifications related to incontinence events, along with systems supporting medication management and other aspects of resident care. Technology is also used for operational management and financial benchmarking throughout the franchise system. Marketing and Resident Acquisition Majestic Residences provides franchisees with national branding, marketing systems, lead-generation resources, and relationships within the senior placement and referral industry. The franchisor manages franchisee websites, social media, and search engine optimization, allowing franchisees to concentrate more heavily on local marketing and relationship development within their communities. A significant component of resident acquisition is the senior placement and referral network. Majestic's leadership has extensive experience within the senior placement industry, and the company maintains relationships with placement and referral professionals throughout the country. Franchisees can therefore combine local business development and professional referral relationships with the broader branding, digital marketing, and placement relationships provided by the franchise system. Training Majestic Residences provides a three-phase initial training program combining self-study, classroom or in-person instruction, and hands-on training at a residential care home. The complete initial training program lasts approximately two weeks spread across the three phases. Classroom training is generally conducted in Arizona, although the location may vary, followed by on-site training within a home. Training continues after the initial program through national webinars, regional coaching clinics, regular system-wide virtual training sessions, and an annual national convention. Ongoing Franchise Support Ongoing support includes dedicated Franchise Business Consultants, licensing assistance, brand standards support, regional coaching clinics, system-wide virtual training, technology, operational systems, marketing resources, and continued education. Majestic also assists franchisees with the process of identifying a suitable property, understanding potential renovations, navigating licensing, preparing the home for residents, developing the operating team, implementing technology and operational systems, marketing the home, and developing professional referral relationships. Site Selection, Licensing, and Compliance Residential assisted living is regulated primarily at the state and local levels, so licensing requirements and permitted resident capacity vary by market. Majestic provides support throughout the licensing process and assists franchisees in evaluating prospective properties before acquisition or development. Property evaluation considers the suitability of the floor plan, potential number of residents, necessary renovations, market characteristics, zoning, and state licensing requirements. Majestic also provides support when navigating issues involving homeowners associations. Its franchise materials note that residential assisted living homes may have protections under the Federal Fair Housing Act, although individual HOA covenants, local regulations, and circumstances may require legal review. Protected Territory Franchisees receive a protected territory. Rather than defining every territory according to a fixed population or geographic radius, Majestic bases territory protection on the applicable state or local regulations governing minimum distances between residential care homes. The company's franchise materials describe the protected territory as approximately twice the separation distance required under applicable state or local residential care regulations, with the exact territory varying by location. Ideal Franchisee Majestic Residences does not require franchisees to have a medical background. The system seeks professional, empathetic, and compassionate owners who are comfortable following established systems and managing people. Experience hiring, staffing, or managing employees is beneficial, as is previous business ownership or sales experience. A real estate background can also be advantageous, particularly for candidates who already own rental or income-producing properties and understand property acquisition and management. Leadership Majestic Residences was co-founded by senior-care industry veterans Chuck Bongiovanni and the late Gene Guarino. Chuck Bongiovanni, MSW, MBA, CSA, CFE, CPRS , serves as Co-Founder and CEO. Bongiovanni previously founded CarePatrol Franchise Systems, a senior placement franchise system that grew to more than 150 franchises. According to Majestic's materials, CarePatrol and its franchisees placed more than 100,000 seniors into assisted living and residential care homes during his tenure. Bongiovanni has also served as President of the National Placement and Referral Alliance and has presented at numerous regional and national healthcare conferences. His background combines senior placement, franchising, marketing, and assisted living. Gene Guarino , Majestic's late Co-Founder, was the founder of the Residential Assisted Living Academy and was involved with organizations and initiatives including Family Legacy Homes, AL Network, the RAL National Association, RAL National Convention, and RAL Charitable Foundation. His academy trained more than 1,500 people in starting and operating residential care homes. His family and RAL Academy have continued their relationship with Majestic Residences following his passing in 2021. Avendelle Senior Living Integration Majestic Residences has expanded its residential assisted living platform through the acquisition and integration of Avendelle Senior Living. The Majestic discovery process now specifically includes validation conversations with both established Majestic franchisees and recently integrated Avendelle franchise owners. The integration expands Majestic's existing network of residential assisted living homes while bringing Avendelle operators into the broader Majestic platform. Franchise Investment Majestic's 2026 franchise materials list an initial franchise fee of $49,500 and an overall estimated investment range of approximately $59,890 to $862,000 . The wide range reflects the substantial differences between individual development scenarios, including whether a franchisee already owns a suitable property, leases a property, purchases an existing home, converts a residential property, or undertakes a more extensive real estate project. The materials list required liquid capital of approximately $150,000 to $250,000 and a required net worth of $500,000 . The ongoing royalty is listed as 6% monthly , beginning 30 days after opening. Majestic is listed as SBA-approved, allowing qualified candidates to explore SBA-backed financing for their franchise investment. Multi-Unit Growth The Majestic Residences model is designed to accommodate multi-unit ownership. Once an owner has established the operating team, referral relationships, systems, and performance of the initial residence, additional residential homes can potentially be developed within the market. This allows a franchisee to build a larger senior-care operating company while potentially accumulating multiple residential real estate assets when the franchisee chooses to own the underlying properties. Market Position Majestic Residences operates within the residential segment of the broader senior living and long-term care industry. The concept is positioned as an alternative to larger assisted living communities by offering smaller residences, lower resident-to-staff ratios, individualized attention, and a familiar residential environment. The franchise system combines this small-home model with national branding, standardized operating systems, technology, centralized marketing resources, franchise support, and senior-placement relationships. Majestic's franchise materials identify residential assisted living as a growing segment of senior housing and emphasize the long-term demographic demand created by the aging U.S. population. The system is designed to give individual residential care homes access to the brand recognition, operational infrastructure, technology, marketing capabilities, and shared resources more commonly associated with larger senior living organizations. Discovery Process Majestic Residences uses a structured discovery and due-diligence process that generally takes approximately three to six weeks, although candidates can proceed at their own pace. The process begins with an introduction to the Majestic Residences model through an introductory webinar and phone call. Candidates then proceed through a market evaluation and candidate assessment, including an operations and support overview and guided research into their local market. Candidates subsequently receive and review the Franchise Disclosure Document, participate in an FDD review, and discuss franchise agreement questions directly with the Majestic team. The process also includes licensing and site-selection discussions and franchisee validation. Validation includes conversations with both established Majestic Residences franchisees and franchise owners who joined the system through the Avendelle integration. The final stage consists of remaining discussions, evaluation of the candidate and market, completion of any required final assessments, and, for approved candidates, issuance of the franchise agreements for signature.

Surv is a home services franchise designed to become a trusted, ongoing resource for homeowners who need help maintaining, improving, organizing, and caring for their homes. Rather than specializing in one narrow service category, Surv provides a broad range of non-licensed home maintenance and improvement services, allowing franchise owners to build long-term relationships with customers and generate multiple service opportunities from the same household. The concept was originally built around helping seniors remain safely and comfortably in their homes as they age, but the model has expanded to serve a much broader customer base that includes busy professionals, families, affluent homeowners, and others who would rather hire someone to handle their home maintenance and improvement projects than spend their own time doing them. Surv operates as part of Cornerstone Franchise Brands and is a sister company to FirstLight Home Care. The relationship between the two brands was developed around a complementary concept: FirstLight helps take care of the individual, while Surv helps take care of the home. This provides Surv with a natural connection to the growing aging-in-place market while still allowing franchisees to pursue the much larger general homeowner market. A Broad Home Services Platform Surv is designed to address the numerous smaller projects that homeowners routinely need completed but that often fall below the scope of traditional licensed contractors. Services can include: General home repairs and improvements Exterior cleaning and maintenance Pressure washing Yard cleanup Tree and bush trimming Gutter cleaning Deck repair and refinishing Moving assistance Organizing and decluttering Odd jobs and general upkeep Seasonal home maintenance Aging-in-place modifications and improvements Home watch services as the offering expands Newer franchisees typically begin with relatively straightforward services such as exterior cleaning, pressure washing, trimming, cleanup, and other lower-complexity projects. As the business develops its workforce, capabilities, and customer relationships, franchisees can move into higher-value projects such as deck repair and refinishing. According to Surv leadership, deck-related work has developed into one of the company's largest dollar-producing service categories. The model intentionally focuses primarily on work that does not require specialized trade licensing. Surv generally stays away from categories such as electrical, plumbing, roofing, and other projects requiring specialized licensing, insurance, equipment, or technical expertise. Franchisees are encouraged to establish relationships with qualified local contractors who can handle projects outside Surv's scope, creating opportunities for reciprocal referrals. The Whole-Home Assessment A central component of the Surv model is its whole-home assessment. Instead of approaching the homeowner solely around the project that generated the original call, Surv can evaluate the broader needs of the property and identify additional maintenance and improvement opportunities. Different assessments can be used depending on the homeowner, including assessments specifically focused on aging in place and broader whole-home assessments for families and professionals. Items identified during the assessment can be prioritized similarly to a vehicle inspection, with immediate needs distinguished from projects that can be completed later. Surv can then build an annualized maintenance plan around the home, including the seasonality of different projects. This creates a model built around customer relationships rather than one-time transactions. Surv leadership reported that approximately 60% of its business was coming from repeat customers at the time of the discussion, with the average customer completing approximately five to six transactions annually. Projects can also be bundled together when appropriate. The result is a home services model in which acquiring one customer can potentially create multiple revenue opportunities throughout the year rather than requiring the franchisee to continually acquire a new customer for every job. Aging-in-Place Market Aging in place remains an important part of Surv's identity and market strategy. Franchise owners are required to become Certified Aging-in-Place Specialists (CAPS), a designation associated with the National Association of Home Builders. The training helps owners understand the physical and environmental challenges people encounter as they age and how changes to the home can improve safety and accessibility. These modifications do not necessarily involve major remodeling projects. Solutions can include relatively simple changes such as improving visual contrast, reducing trip hazards, decluttering areas of the home, and identifying other environmental issues that could increase the risk of falls. This allows Surv to serve homeowners who want to remain in their homes longer while also developing referral relationships with organizations and professionals serving older adults. Multiple Customer Segments Although aging in place helped shape the concept, Surv is not exclusively a senior-focused business. The franchise targets several customer segments, including: Seniors who want to remain safely in their homes Adult children helping maintain their parents' homes Busy professionals Dual-income households Families with limited time for home maintenance Affluent homeowners who prefer to outsource household projects Homeowners who are physically unable or simply do not want to perform maintenance themselves Light commercial customers where appropriate Surv positions itself within the growing "Do-It-For-Me" segment of the home services market—the population of consumers who increasingly choose to outsource home improvement, maintenance, repair, and upkeep rather than perform the work themselves. The franchisor currently estimates Surv's addressable portion of the market at approximately $60 billion, encompassing categories such as handyman services, yard work, junk removal, and related home services. Relationship-Based Revenue Model Surv's business model is built around becoming the homeowner's trusted resource for ongoing projects. A customer may initially hire Surv for something relatively simple, such as pressure washing a driveway or cleaning up a yard. After Surv establishes trust, that same homeowner may be comfortable hiring the company for increasingly significant projects. This relationship-based approach is designed to increase both customer retention and the lifetime value of each customer. At the time of the discussion, Surv reported an average ticket of approximately $811 during Q3, with many locations already reaching approximately $1,000 average tickets. Leadership indicated that customers were using Surv approximately four to six times per year, creating the potential for substantially greater annual revenue per customer than the value of an individual service call. Surv does not rely on a traditional membership model. Instead, the assessment and maintenance-planning process is designed to create an ongoing pipeline of work by identifying what needs to be completed now and what should be addressed later. Lean, Home-Based Startup Surv can initially be operated as a home-based business, helping reduce the fixed overhead associated with launching the franchise. During the early stages, owners can operate from a home office and garage. As the operation grows and accumulates more equipment, the franchisee may transition into a storage facility or eventually an industrial or warehouse space. Surv leadership indicated that some larger operators have already begun making that transition. The current 2026 FDD estimates the total initial investment at approximately $111,825 to $160,650. The initial franchise fee is $50,000. Surv lists minimum financial qualifications of $75,000 in liquidity and $150,000 in net worth. The ongoing royalty is 7% of gross revenue. Franchise Owner Role Surv is designed primarily for an engaged owner/operator rather than a passive investor. The franchise owner does not need to come from the construction, handyman, or home improvement industries. Instead, the owner is responsible for developing the business, recruiting and managing employees, building community relationships, generating local business, managing financial performance, and creating a strong customer-service culture. The franchisor specifically identifies leadership ability, people-management skills, community involvement, and a desire to build a flexible business as characteristics of its ideal franchisee. Previous home-services experience is not required. As the business grows, the owner's role can increasingly shift toward leadership, management, business development, and team building rather than personally completing service work. Training and Support Surv franchisees receive training and ongoing support through Surv and the broader Cornerstone Franchise Brands organization. Initial support includes a structured six-week onboarding process followed by Surv School, an immersive four-day in-person training program. Owners continue working with dedicated business coaching resources after launch, including strategic planning, regular check-ins, and peer-to-peer coaching. Ongoing support includes: Business coaching Onsite support visits Telephone coaching Operational analysis Monthly franchise-owner town halls National conferences Marketing support Sales support Human resources resources Finance and accounting support Legal resources Technology support Vendor relationships Technician training Surv's shared-services structure through Cornerstone Franchise Brands allows an emerging franchise system to access infrastructure that would typically be associated with a significantly larger franchise organization. Technology and Back-Office Systems Surv provides franchisees with an integrated technology and operating platform. SurvConnect serves as the franchise intranet and resource center, helping manage communication, information, vendor resources, and components of the customer experience. SurvLinked, powered by Housecall Pro, provides job-management functionality and tracks information including jobs, revenue, and labor associated with individual projects. Back-office accounting support includes assistance establishing QuickBooks, a Surv-specific chart of accounts, credit-card processing, and payroll systems. The franchise also provides a learning management system containing video-based training resources for technicians. Cornerstone Franchise Brands Surv is backed by Cornerstone Franchise Brands, giving the company access to established franchising infrastructure while Surv itself remains an emerging brand. Cornerstone's portfolio also includes FirstLight Home Care, a mature home-care franchise with more than 250 locations. Surv leadership described the organization as well capitalized and having the infrastructure, experience, and personnel necessary to support significant franchise growth. At the time of the October 2026 discussion, leadership reported 17 Surv locations and indicated that the brand was growing rapidly. The combination gives Surv the characteristics of an emerging franchise—available territories and a relatively young system—while providing access to the shared resources of an established franchise organization. Scalable Home Services Model The Surv model is designed to scale through a combination of customer acquisition, repeat business, service expansion, employee development, and larger territories. Rather than depending on a single highly specialized service, Surv can capture numerous projects from the same homeowner. The whole-home assessment helps identify future work, while the breadth of the service offering allows the franchisee to continue serving that customer as different needs arise throughout the year. Seasonality can also be balanced across service categories. Outdoor projects such as cleanup, trimming, pressure washing, and exterior maintenance can be emphasized during warmer months, while interior projects, organization, repairs, and other indoor services can provide work during colder periods, depending on the geography of the territory. As the franchise develops, the business can add technicians, vehicles, equipment, management infrastructure, and higher-value services while maintaining its focus on non-licensed home maintenance and improvement work. Surv combines the broad demand of the home services industry with a relationship-driven approach centered on becoming a homeowner's ongoing resource for maintaining the home. Its service range, whole-home assessment process, aging-in-place specialization, repeat-customer strategy, home-based startup model, and support from Cornerstone Franchise Brands create a platform designed to capture multiple home-service needs through a single local business.

Business Overview VentZ is a mobile home-services franchise that combines three complementary service categories into a single business: DryerVentz – dryer vent inspection, cleaning, maintenance, and repair DuctVentz – residential and commercial air duct cleaning WindowZ / SolarClear – window and solar panel cleaning The model is designed to allow franchisees to provide multiple services to the same residential and commercial customer base rather than operating as a single-service contractor. Across the three categories, franchisees can offer more than 20 individual services, creating opportunities for recurring service, cross-selling, and increasing the scope of work performed during each customer relationship. VentZ is structured as a home-based, mobile service business. Franchisees do not need a traditional retail location and can begin with a single service vehicle. The business can be operated as an owner-operator model, with the franchisee performing services personally, or as an owner-manager model in which technicians perform the fieldwork while the franchisee manages sales, marketing, scheduling, employees, and business development. Three Businesses in One The VentZ model is built around three service categories that share customers, equipment, marketing channels, and operational infrastructure. Dryer Vent Services Dryer vent cleaning is one of the foundational services within the VentZ model. Franchisees inspect, clean, maintain, and repair dryer vent systems for residential and commercial customers. The service naturally lends itself to repeat business because dryer vents require periodic cleaning and maintenance. The company promotes annual re-cleaning and uses its systems to help track customers and schedule future maintenance. Dryer vent customers may also require related repairs or upgrades, giving franchisees opportunities to expand an individual service call beyond basic cleaning. Air Duct Cleaning DuctVentz expands the franchise into air duct and HVAC duct cleaning. The service allows franchisees to address indoor air quality, accumulated debris, and ongoing duct maintenance for residential and commercial properties. Because dryer vent and air duct services target many of the same customers, the two services can be marketed and sold together. Window and Solar Panel Cleaning WindowZ and SolarClear add exterior and interior window cleaning and solar-panel cleaning to the business. Solar-panel cleaning was incorporated as a natural extension of window cleaning because the services can utilize similar tools and cleaning solutions. The model is designed so technicians can clean solar panels without routinely needing to climb onto roofs. The additional service category provides another way to generate revenue from customers already being served for dryer vents or air ducts and creates additional recurring-service opportunities. Cross-Selling and Customer Value A central component of the VentZ model is the ability to provide multiple services during the same customer relationship. A franchisee may initially enter a home to perform a relatively straightforward dryer vent cleaning and subsequently identify opportunities for dryer vent repairs or upgrades, air duct cleaning, window cleaning, or solar-panel cleaning. The founders describe this as a natural extension of the customer relationship. Once the technician has established rapport with the homeowner and is already performing work at the property, additional services can be discussed without requiring the company to acquire an entirely new customer. This structure allows the franchisee to use one customer-acquisition effort to potentially generate multiple service opportunities while also establishing future recurring-service relationships. Residential and Commercial Customers VentZ operates as both a B2C and B2B service business. Residential customers include homeowners, condominium owners, apartment residents, and other households requiring dryer vent, duct, window, or solar-panel services. The commercial side of the business can include organizations with significant ongoing needs for dryer and ventilation maintenance, including: Apartment and multifamily communities Property management companies Hotels and motels Laundromats Hair salons Nail salons Pet groomers Daycare centers Colleges and educational facilities Senior living communities Condominium and homeowners associations Other businesses and facilities with dryers, ductwork, windows, or solar installations The franchisor places substantial emphasis on developing B2B relationships because commercial accounts can generate recurring work across multiple units or locations. Recurring Service Model VentZ is structured around services that customers need repeatedly rather than one-time projects. Different services have different maintenance cycles. Dryer vents and air ducts can require periodic cleaning, while window and solar-panel cleaning can occur more frequently. VentZ's current marketing describes dryer vent and air duct cleaning cycles of approximately one to two years, seasonal window cleaning, and quarterly solar-panel cleaning. Franchisees can therefore build a customer database that produces future service opportunities as customers reach their next recommended cleaning or maintenance interval. The franchisor's scheduling and customer-management systems are designed to track these relationships and facilitate future appointments. Owner-Operator and Owner-Manager Models VentZ is designed to accommodate different ownership structures. In the owner-operator model , the franchisee can initially operate as a single person with a vehicle, performing the services personally while handling sales, marketing, scheduling, and customer relationships. The founders describe the basic operating model as essentially a "man in a van" business. This allows an owner to begin without immediately building a large staff. In the owner-manager model , the franchisee hires technicians to perform the field services while the owner concentrates on managing the business, generating leads, building commercial relationships, monitoring marketing, hiring and training employees, and overseeing operations. Franchisees can also transition between the models as the business grows. Scaling the Business The VentZ model is designed to begin with a single vehicle and expand through additional technicians and vans. As demand increases, an owner can hire a technician, add another vehicle, and continue expanding within the territory. The founders provide franchisees with guidance regarding when to add another van, when to hire employees, what types of employees to recruit, how to train and incentivize technicians, and how to manage the operational challenges associated with growth. This creates a progression from an individual owner-operator business into a multi-vehicle service organization without requiring the franchisee to change the underlying business model. Territories VentZ provides protected territories designed to contain substantial residential and commercial customer populations. The current structure described by the franchisor includes a standard territory of approximately 400,000 population and a jumbo territory of approximately 800,000 population . The larger territory is designed to provide room for additional technicians and vehicles as the franchise develops. Public franchise materials also describe VentZ territories as large and expandable, providing franchisees with significant populations of homes and businesses from which to build both residential and commercial accounts. Rapid Startup Model VentZ places significant emphasis on getting franchisees operational quickly. The founders describe a typical objective of moving a new franchisee from signing the franchise agreement to generating business within approximately 30 to 45 days . They cited one franchisee who reportedly completed the process from signing to performing a first customer job in 23 days. The startup process is intentionally designed around a relatively simple mobile service model rather than a location-based business requiring extensive construction, permitting, leasehold improvements, or retail buildout. Public franchise materials similarly emphasize starting operations quickly and generating customer activity during the initial launch period. Training VentZ provides training covering both the technical and business sides of operating the franchise. Training includes: Equipment operation Dryer vent cleaning and service procedures Air duct cleaning procedures Window and solar-panel cleaning Customer interaction Service presentation Sales techniques Residential marketing B2B prospecting Business operations Scheduling and customer management Local marketing Employee management Growth and expansion Training incorporates classroom, online, and field instruction, along with ongoing operational resources. Public franchise materials also describe a digital operations manual with video-based field procedures. New franchisees may also receive hands-on field training that allows them to work with experienced operators and learn the actual service process before beginning operations in their own territory. 90-Day Grand Opening Program VentZ uses a structured 90-day grand-opening program designed to establish the franchisee's local customer base immediately after launch. A significant component of the program focuses on B2B prospecting. The franchisee develops a list of commercial prospects within the territory and begins directly introducing the company and its services to those businesses. At the same time, the franchisor conducts corresponding outreach from the corporate level. The process continues throughout the initial 90-day launch period, creating repeated contact with prospective commercial accounts rather than relying exclusively on digital leads. The franchisor views this B2B relationship-building process as an important component of creating recurring commercial accounts and requires franchisees to actively participate in the 90-day launch process. LocaLOGICS Marketing and Management System VentZ supports franchisees through its proprietary LocaLOGICS system, which combines localized marketing, technology, and operational tools. LocaLOGICS includes resources such as: Localized franchise websites Local telephone numbers Google Maps and local search presence Digital marketing management Social media presence SEO support CRM functionality Call-center support Appointment scheduling Customer management Mapping and routing Local marketing assistance Third-party operational tools The objective is to create a localized digital presence for each franchisee while allowing the franchisor to manage and support many of the technical and marketing components centrally. Local Marketing and B2B Business Development VentZ combines digital lead generation with direct local relationship-building. Franchisees are expected to actively market within their territories rather than relying exclusively on leads generated online. Local activities can include introducing the business to property managers, apartment communities, laundromats, salons, pet groomers, hotels, and other commercial prospects. The franchisee's role includes networking, asking for referrals, developing relationships with businesses, following up with prospects, and continually creating awareness within the territory. The franchisor supplements those activities through LocaLOGICS and corporate marketing support. Customer Relationship and Referral Strategy The model places significant emphasis on the franchisee or technician's interaction with customers. Because technicians are physically entering homes and businesses, customer rapport becomes part of both the service and sales process. Franchisees are trained to communicate with customers, explain service needs, identify additional relevant services, and request referrals. The founders describe strong interpersonal skills as particularly important for franchisees because the business involves direct customer interaction and relationship-building. Public franchise materials similarly identify someone who is personable, willing to follow the system, comfortable learning new skills, and prepared to actively develop the territory as the target franchisee profile. Founder Experience and Direct Support VentZ was developed by Greg Regan and Mike Ayer, who bring experience in business ownership, home services, consumer products, advertising, sales, and marketing. Public franchise materials state that their combined experience spans more than 50 years. Greg began operating the underlying corporate service business with a partner in 2017 , giving the franchisor direct experience building and operating the model before expanding it through franchising. Greg and Mike remain directly involved with franchisees. Rather than limiting franchisee interaction to a separate support department, the founders describe themselves as actively involved in helping new owners launch, troubleshoot problems, hire employees, manage technicians, add vehicles, and navigate the challenges associated with growing the business. Their support is intended to extend beyond advertising and lead generation into the practical day-to-day issues associated with operating and scaling a service company. Day-in-the-Life Experience Prospective franchisees can also have the opportunity to spend time in the field with an existing VentZ operator before making a decision. The franchisor encourages qualified candidates who want to better understand the business to participate in a ride-along and observe what a typical day looks like. This can include observing customer interactions, service procedures, travel between appointments, equipment use, sales conversations, and the general workflow of operating the mobile service business. Operational Simplicity The VentZ system is intentionally structured around services that can be taught without requiring a franchisee to enter the business with extensive industry experience. The franchise provides the equipment, technical training, operational procedures, marketing systems, and ongoing support needed to perform the services. Public franchise materials describe the business as not requiring prior specialized skills, licensing, or certifications as part of the standard model, although franchisees remain responsible for complying with any applicable state or local requirements in their territory. The combination of a mobile operation, limited initial staffing requirements, standardized equipment, and centralized marketing and management tools is intended to keep the operating structure relatively straightforward. Franchise Growth and Emerging Brand VentZ is an emerging franchise system expanding nationally. The company began franchising the VentZ concept in the early 2020s and has developed franchise operations across multiple states. Current public franchise listings describe the company as actively awarding additional territories throughout much of the United States. Because the system is still in an emerging stage, Greg Regan and Mike Ayer continue to maintain direct involvement with franchisees and the development of individual territories. Franchisee Profile The VentZ model is designed for franchisees who are comfortable with a service-based business and willing to actively develop their local market. The system can accommodate someone who wants to perform the work personally as well as an owner who intends to hire technicians and manage the operation. The franchisor emphasizes several characteristics in prospective owners: Strong interpersonal and communication skills Willingness to follow a defined operating system Comfort interacting directly with customers Willingness to conduct local B2B outreach Ability to build relationships and ask for referrals Basic mechanical or handyman aptitude for owner-operators Willingness to learn the technical services Ability to hire and manage employees as the business expands Integrity, persistence, and a willingness to actively develop the territory The model does not depend on the franchisee having previous dryer vent, duct cleaning, window cleaning, or solar-panel cleaning experience because the technical processes are incorporated into franchise training. Overall Business Structure VentZ combines multiple recurring home and commercial services under one franchise infrastructure. A franchisee can begin with a single vehicle, perform dryer vent, air duct, window, and solar-panel services, and use each customer relationship to introduce additional services. The business combines residential lead generation with direct commercial prospecting, while LocaLOGICS provides centralized technology, customer-management, local digital presence, and marketing support. As the customer base develops, an owner can transition from personally performing services to hiring technicians, adding vehicles, and managing a larger operation. Throughout that progression, the franchisor provides technical training, marketing support, operational systems, B2B development guidance, and direct support from the founders.

Made in the Shade Blinds & More Franchise Opportunity Company Overview Made in the Shade Blinds & More is a custom window treatment franchise providing residential and commercial customers with professionally measured and installed window coverings through an in-home consultation model. Built around the brand's “We’ll Bring the Showroom to You!” approach, franchisees bring product samples directly to customers rather than relying on a traditional retail showroom. The company offers a broad selection of custom window fashions, including blinds, shades, shutters, draperies, outdoor shading products, decorative grilles, motorized window treatments, and smart-home automation solutions. Made in the Shade works with established window treatment manufacturers, giving franchisees access to a wide range of styles, materials, price points, and product categories. Products are custom ordered for each customer, eliminating the need for franchisees to maintain significant inventory. The franchise is designed as a flexible, scalable business that can be operated from a home office by a single owner or developed into a larger organization with salespeople, administrative personnel, installers, multiple territories, and an optional retail showroom. History and Leadership Made in the Shade began as a single window treatment business in San Antonio, Texas, and developed into a franchise system serving markets throughout the United States and Canada. The company was founded by Cathy Morse and remains a family-owned legacy business. Her son, Josh Morse, joined the company after college and gained hands-on experience in the window treatment business before assuming leadership of the franchise organization. The Morse family continues to own the San Antonio operation, maintaining a direct connection between the franchise system and the day-to-day operation of the business model. The franchise has grown to approximately 160 locations and territories across the United States and Canada. The Business Model Made in the Shade operates primarily as a mobile, shop-at-home sales and service business. Customers typically begin with a complimentary in-home consultation. The franchise owner or sales consultant brings product samples directly to the customer's home or business, evaluates the customer's needs, discusses style and functionality, measures the windows, and recommends appropriate products. Consultations can address factors such as: Privacy and light control Interior design and aesthetics Energy efficiency Room-darkening requirements Motorization and automation Smart-home integration Indoor and outdoor applications Budget and product preferences Once the customer selects a product, the franchisee prepares the order and submits it to the appropriate manufacturer. The window treatments are custom manufactured to the customer's specifications and professionally installed once completed. Because products are manufactured after they are sold, franchisees do not need to purchase and store significant amounts of finished-product inventory. Products and Services Made in the Shade franchisees have access to an extensive selection of custom window treatment products, allowing them to serve customers across multiple price points and design preferences. Product categories can include: Custom blinds Roller shades Cellular shades Roman shades Woven shades Plantation shutters Interior shutters Draperies and soft window treatments Outdoor shades and exterior shading systems Decorative architectural grilles Motorized blinds and shades Automated window treatments Smart-home integrated window coverings Franchisees work with multiple established manufacturers rather than depending on a single product supplier. This allows owners to offer different materials, colors, styles, operating systems, features, and price points. In-Home Sales Model The “We’ll Bring the Showroom to You!” model allows franchisees to conduct most customer-facing sales activity inside the customer's home or business. Rather than maintaining a large showroom containing every available product, the franchisee uses sample books and demonstration products to create a mobile showroom. This structure allows customers to see products and colors in the environment where they will actually be installed while allowing the franchise owner to operate without the fixed overhead associated with a traditional retail location. Home-Based Operation Made in the Shade is designed to be operated as a home-based business. A commercial storefront is not required. Most franchisees operate without a traditional retail showroom, although owners can choose to add a showroom, office, warehouse, or other commercial space as their business grows. Approximately 10% to 15% of franchisees operate with some form of commercial location. Some use these locations as customer-facing showrooms, while others primarily use them for office or storage purposes. The model allows an owner to begin with a relatively simple operating structure and expand based on the needs and growth of the business. No Inventory Requirement Made in the Shade does not require franchisees to maintain significant product inventory. Window treatments are custom manufactured after the customer places an order. This eliminates the need to purchase large quantities of products in advance or maintain a warehouse filled with finished merchandise. Franchisees primarily maintain product samples, demonstration materials, measuring equipment, and the tools necessary to conduct consultations. Installation Model Franchise owners are not required to personally install window treatments. Owners who are comfortable performing installations can handle some or all installation work themselves, while others can use independent or third-party professional installers. When installation is outsourced, the installation charge can be passed through to the customer as part of the project. This allows the franchise owner to focus primarily on marketing, consultations, sales, customer relationships, and business development rather than performing technical installation work. No Interior Design Experience Required Franchisees do not need previous experience in interior design, window treatments, construction, or home improvement. The system is designed to teach owners how to evaluate customer needs, understand the available product categories, measure windows, recommend solutions, prepare quotes, place orders, coordinate installation, and manage the overall customer experience. The owner's role is primarily consultative and sales-oriented rather than technical. No Traditional Royalty Made in the Shade does not charge franchisees a traditional percentage-of-revenue royalty. The franchisor receives manufacturer rebates associated with product purchases throughout the franchise system. This allows the company to operate without taking an additional percentage royalty from franchisee sales. Franchisees pay relatively modest recurring fees for certain marketing, accounting, technology, website, email, SEO, and brand-related services. Additional support services are available on an à la carte basis, allowing owners to select higher levels of assistance in areas such as marketing without requiring every franchisee to purchase the same package. Manufacturer Relationships Made in the Shade maintains relationships with numerous established window treatment manufacturers. These relationships provide franchisees with access to a broad product portfolio while allowing the franchise system to leverage its collective purchasing volume. Franchisees purchase customer products through approved manufacturers and can offer customers multiple brands and product categories rather than being limited to a single proprietary line. The multi-manufacturer approach also allows franchisees to serve customers with different budgets, aesthetic preferences, functional requirements, and product needs. Training New franchisees receive comprehensive training designed to prepare them to operate the business without previous window treatment experience. Training covers areas such as: Window treatment products Product selection Measuring techniques Installation fundamentals In-home consultations Customer needs analysis Pricing and quoting Product margins Order preparation and processing Sales techniques Closing strategies Marketing Lead generation Business operations Customer service Manufacturer relationships Training includes hands-on education and exposure to the products franchisees will sell. The training team includes individuals with direct experience owning and operating window treatment businesses, providing franchisees with instruction based on practical experience within the industry. Ongoing Support Support continues after initial training. Franchisees receive access to corporate personnel, manufacturer representatives, continuing product education, sales and marketing resources, online training, owner communications, group meetings, and other franchise support resources. Manufacturer partners provide additional education as products and technologies evolve, particularly in areas such as motorization, automation, outdoor shading, and smart-home integration. The system also provides opportunities for franchisees to interact with other Made in the Shade owners and exchange operating, marketing, sales, and product knowledge. Marketing Support Made in the Shade provides franchisees with centralized branding and marketing infrastructure designed to support local customer acquisition. Support can include: A localized franchise website Search engine optimization Branded email addresses Digital marketing resources Marketing templates Print materials Advertising resources Brand standards Social and digital marketing support Paid search and online advertising options Franchisees can choose different levels of marketing assistance depending on their needs. Owners who want the corporate marketing team to manage more of their digital marketing can select expanded services, while franchisees with their own local marketing resources can maintain greater control over those activities. Sales and Customer Acquisition The Made in the Shade business is built around consultative selling. Franchisees develop customers through a combination of digital marketing, local networking, referrals, repeat business, relationships with complementary professionals, and community-based marketing. Potential referral and relationship sources can include: Interior designers Realtors Homebuilders Remodelers Property managers Home stagers Contractors Furniture retailers Commercial property professionals Previous customers Because customers may have multiple windows, rooms, homes, businesses, or future projects, the business also provides opportunities for repeat and referral sales. Protected Territories Made in the Shade franchisees operate within protected territories. Territories provide franchisees with a defined geographic area in which to develop the brand and customer base. The franchise has established locations throughout the United States and Canada while continuing to have available development opportunities in numerous metropolitan markets. Flexible Ownership Model The franchise can accommodate several different ownership structures. An owner can operate as a hands-on owner-operator, personally conducting consultations and managing customer relationships while outsourcing installation. As the business grows, the franchisee can add: Sales consultants Administrative personnel Customer service staff Installers Operations personnel Additional territories A showroom or office The business can therefore remain relatively lean or be developed into a larger organization. Owners can also build the infrastructure necessary to transition toward a manager-run or semi-absentee structure as the operation grows. Ability to Transition From Employment Made in the Shade allows franchisees to begin developing the business while maintaining another job or business. An owner with sufficient schedule flexibility can begin building the operation, generating leads, conducting consultations, and establishing the business before making a complete transition into full-time ownership. The system also permits franchisees to own other businesses, making the model capable of operating alongside complementary or unrelated business interests. Family Ownership The business can also be structured as a family-operated enterprise. The franchise system includes husband-and-wife teams, siblings, parents and children, and other family partnerships. Responsibilities can be divided among family members based on their strengths, with one person focusing on areas such as sales and consultations while another manages administration, marketing, scheduling, bookkeeping, or operations. Scalability Made in the Shade can be scaled through several avenues. A franchisee can increase sales within an existing territory by adding sales consultants and expanding marketing activity. Owners can also build additional operational capacity, add commercial space, develop additional territories, and create a larger management structure. Because the core business does not require significant inventory or a mandatory storefront, additional revenue does not necessarily require the same physical infrastructure associated with traditional retail expansion. Lifestyle and Scheduling Window treatments are primarily an appointment-driven home service. Consultations, measurements, sales appointments, and installations can generally be scheduled in advance. The business does not typically involve emergency service calls or 24-hour customer response requirements. This provides owners with the ability to structure their calendars around scheduled customer appointments and business development activities. Revenue Model Franchisees generate revenue through the sale of custom window treatments and related products and services. The business operates with an approximate 45% product margin. Installation can be treated separately when outsourced, with the customer charged for the installation service. The combination of custom products, limited inventory requirements, home-based operations, and the ability to outsource installation creates a business structure centered primarily around sales, marketing, customer acquisition, and project coordination. The franchise's Item 19 reports an average territory revenue of approximately $730,000, while the system's highest-producing franchise operation generates more than $3 million in annual revenue. Initial Investment The estimated total initial investment to establish a Made in the Shade franchise is approximately $78,000 to $107,000 , including working capital and startup expenses. The model does not require a traditional retail buildout, significant finished-product inventory, specialized vehicles, or a large initial employee base.