Alberta Venture Reports on:
Founder and CEO, Deco Windshield Repair
Most people involved in the business of franchising tend to be pretty
happy with the business model that they’ve chosen. A third-party report
commissioned by the law firm of Gowling Lafleur Henderson LLP showed
that 95 per cent of surveyed franchisees were either satisfied or very
satisfied with their decision to purchase a franchise, and the growing
interest in franchising mentorships among startups indicates similar
enthusiasm on the franchisor side. That said, franchising is not the
only business expansion model out there, and it’s not suitable for every
business.
Deco Windshield Repair is one business that is considering whether
getting into the franchising business is the right corporate move.
Founded in 2005, incorporated in 2007 and based in Calgary, Deco has
since expanded to 92 locations stretching from Winnipeg to Vancouver
Island, but thanks to the company’s low overhead that’s made possible by
seasonal student staffing and an emphasis on campus recruiting, it has
been able to expand without needing the kind of outside capital that
franchising could provide.
“There are a lot of other business models besides franchising,” says
founder and CEO Matthew Horne. “I’ve had a lot of inquiries from
would-be franchisees from the get-go, but we’ve resisted.” For Horne, a
former national snowboarder who began his business with a pair of kiosks
in Airdrie and Red Deer, his major concern is ensuring that his
still-young company’s close-knit business culture is maintained. “It
would definitely be a relinquishment of control,” says Horne about the
possibility of franchising. “I still sit in on interviews much of the
time, and I wouldn’t be able to do that. If there’s a possibility for a
disconnect in business culture, that’s a hesitation.”
Deco’s emphasis on campus recruitment and fostering staff loyalty has
allowed Horne to develop a team of capable kiosk managers who have been
with the company for numerous seasons and oversee multiple outlets,
thereby facilitating expansion. “Because the whole model is based on
revenue sharing, we give people the opportunity to come back and run a
bigger business, with more locations,” explains Horne. “It’s the fifth
season for some of these people, and we have a great team.”
While Horne expresses reservations about the franchising model, he
concedes that franchising is a future option. “We’re expanding almost
100 per cent per year, and we want more kiosks,” he says, adding that
the company plans to expand into Ontario in the spring of 2011 and has
its sights set beyond that. “We’ve developed a strong brand and a strong
model.” Horne adds that 2010 marked the company’s first down year in
its history as a result of poor weather conditions that cost the company
six weeks of business, a substantial loss for a business that operates
primarily between May and September with shoulder seasons in April and
October. Nevertheless, he believes that the future looks bright for his
company. “We’re still running lean, just deferring gain. The economic
downturn has actually helped with recruiting, and we’re at a very
convenient price point. Also, we’re not hidden away in industrial
neighbourhoods, but front and centre in shopping areas where people
frequent daily. This really helps.”
Horne concedes that his hands-on approach, while rewarding, is
enormously challenging. “It’s an incredible effort,” he says. “At the
beginning, I was doing everything and I quickly became my own
bottleneck. And I’m still involved in all levels of the company. As a
franchisor, I’m going to have to be a better leader than I am now, but I
have gained a lot of knowledge. We’ve grown the hard way and that’s
been a tremendous learning experience.”