HydroDog Franchise Opportunity Meets with Franchise Interviews

Speaker A: Blog talk radio.

Speaker B: Hi everyone, this is Marty McDermott, the president of Franchise Interviews. And I can't start today's show without talking about the ISO10002. You know, some people just love to complain, but companies have a responsibility to care. The International organization for standardization ISO has revised ISO 1002, the standard for complaint handling. This document enables organizations to foster a customer focused environment open to feedback heightening their customer satisfaction. You can get the ISO10002 standard from the American National Standards Institute, ANSI US member body of ISO. Visit ANSI.org complain to learn more that's uh. ANSI.org complain to learn More.

Speaker C: Franchise Interviews From Easton, Pennsylvania to Sydney, Australia, you're listening to Franchise Interviews. Franchise Interviews. Welcome to Franchise Interviews. Franchise Interviews has been giving an up close behind the scenes look at franchising and entrepreneurship. Listen to interviews with franchisors, franchisees, franchise authors, franchise experts and attorneys. And now uh, welcome your host Marty McDermott and franchise interviews.

Speaker D: Hi everyone, welcome to a very special edition of Franchise Interview where for over 12 years now we've been asking the franchpreneurs on one. I'm your host Marty McDermott, I'm the president of Franchise Interviews. We have a great show today. We're meeting with Anthony Amos of Hydra Dog. And Anthony Amos founded the mobile dog grooming company Hydra dog at age 21. During his off time as a professional rugby player, his franchise model achieved massive growth and success in Australia. And Anthony has introduced Hydrodog in the United States to through the extended nationwide 50 state fathetosave.com tour. And we're going to talk to Anthony about that in just a moment on Franchise Interview. So stick around because we have a great show.

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Speaker E: Hi, this is Connie McDermott, administrative assistant for Franchise Interviews LLC. Uh, and you are listening to Frank Franchise Interviews.

Speaker C: Franchise Interviews. From Easton, Pennsylvania to Sydney, Australia, you're listening to Franchise Interviews. Franchise Interviews.

Speaker D: Hi, everyone, and welcome back to a very special edition of Franchise Interviews. We're. For over 12 years now, we've been asking the Franchepreneurs of Own One. I'm your host, Marty McDermott. I'm the President of Franchise Interviews. And as we were saying earlier, we have a great show today. We're meeting with Anthony Amos of Hydra Dog. And Anthony Amos founded the mobile dog grooming company Hydra dog at age 21. During his time off as a professional rugby player, his franchise model achieved massive growth and success in Australia. And Anthony has introduced the hydrodog concept to the United States. Hi, Anthony, how are you? Welcome to the show.

Speaker F: Hi, uh, mate, how are you?

Speaker D: I'm doing fantastic, Anthony. It's great to have you on the show. You know, we always like to ask our guests, where are you calling from today, Anthony?

Speaker G: Well, it's. It's a little bit different to the average mate. I'm driving from, um, D.C. to Virginia beach in a big blue dock,

Speaker D: and I saw pictures of it online, Anthony, So I know exactly what you're about talking. Talking about. So that's fantastic. You know, when I read about your story, Anthony, I mean, we've. We've been doing the show now for 12 years, and I was really inspired by your story. I thought it was very inspirational. You know, maybe you can kind of like go back to the beginning and talk about, you know, how this whole concept came about.

Speaker G: Sure. Uh, obviously I'm from Australia. I'm an Australian. And, uh, I was straight out of high school, I got a professional football contract party late contract. And, um, jumped into it was my dream from a young kid. I used to watch the guys on television like any young kid does, says, I want to play professional rugby league one day. And I achieved that goal. But what happened, mate, was once I got into the professional inverted commerce side of things, you were competing against your mates. Every weekend you're being told what to do. And entrepreneurs, this is what I've learned, is that entrepreneurs find it difficult to be told what to do, but they're very coachable. Now, I know that sounds a little bit of an oxymoron, but it's sort of. It's a different approach. We're just so creative and with such leaders that when you've been told something, you sort of Buck the system a little bit. But when someone comes in and wants to talk to you about it and coach you and push you in a different direction, then that's when you start to really succeed. So the downtime, um, of playing, um, rugby league, it was in the off season. We, uh, literally got a hydro bath, which is anything that is a mobile groomer these days is a big fiberglass bath or a steel bath. And you wash a dog inside of it with a shower rose and you literally give them a bath. So we bought this hydro bath for $4,800. I had a garden trail in the backyard of my house. We put the garden trailer and the hard to balcony and then we literally rented a mobile phone, stuck an ad in the paper on Friday. $10 dog brush. Now you got a number. Never run a business before, never watched a dog before and took this chance of seeing it, seeing if this is going to work. So Saturday morning turns up and the phone starts to ring off the hook. I got this first customer. Uh, I told her what we did. I rang my brother and I said, you're not going to believe it. I'm just got a customer. How exciting. I said, I know. He was about 30 minutes from where I lived and by the time I got to his house, we had nine dogs, nine customers booked in. I was so excited, it was unbelievable. So the day before, on the Friday, we got the shampoos, we got towels, we got brushes, and um, he had all that stock in his place. So I brought the trailer in and he went inside and got all the shampoos and everything else and we went off to our first job together. Uh, and when we got to our first job, I'm bringing the dog over to wash it and my brother says to me, I've got some really bad news. I said, what? He said, instead of me getting the dog shampoo, I've got dishwashing liquid. He said, why would you have dishwashing liquid? He said it was actually the shampoo. And I grabbed the private stake because I was so excited. So our first five dogs in Hydra Dog were washed in dishwashing liquid. And that's how we started, started Hydradog. So hydradog then went from, um, just my brother and myself. We had five employees plus me and my brother. So there were seven trailers on the road. And what we didn't realize is that with the employees, you've got to have skin in the game, in the service industry, regardless of what it is. That's just my belief. It should be a really success. When People have got skin in the game, then it's different. So these trucks guys didn't have skin in the game. So when it rained, they stayed at home and watched a movie. When they got drunk on Friday night, they didn't go to work. They were hanging over. And then two of the girls actually got pregnant. They just literally walked away from the business. And so they should. But if they hadn't paid $100,000 to own that company, they wouldn't have walked away from it. They would have got their husband involved, they would have sold it. They would have put a strategy together with, um, that situation. And that's what then led us franchising. I was going through the first franchise expo I've ever been in, and ironically enough, I just had a franchise expo here in dc. That's why I'm taking this big blue dog down to Virginia. I walked through the franchise expo and he met this guy and he said, you guys look a little bit confused. I said, well, how does this franchising thing work? He said, well, have you got a proven model? I said, well, we had seven trailers on the road. And he said, that's definitely. You've been able to duplicate a successful model operation, right? Absolutely. We know it back to front. We've just gone back to one trial. We had seven, and the employee model nearly sent us under. I said, all right, well, this is how it works. If you charge a flat fee or a percentage, people will pay money up front to be a part of the business, and then they're a part of your brand. It's their business, not. They're not employees. And you help them and you support them. Okay, so hold on a second. Someone's going to pay me money up fronts, and then they're going to pay a royalty for how long? 10 years? Why would somebody want to do that? Because of all the heartache and all the money and all the time and effort that you've spent, they don't want to do that. They want to go from their job or their business, where they are right now, straight over to a turnkey operation. And it clicked with me. And I thought, nobody in their right mind want to go through what we've gone through, which was a bloody night. It would give us so tough getting that business up to where it was. Now I got it. I thought, there are smart people out there with money that can come in and buy the business and not go through all the headaches that we went through. So, long story short, probably about three years, we got to 100 franchises, we grew so fast and we're only young guys. I think it was, um, uh, 28 years of age when, you know, we hit real, real success. And, uh, I said to my brother when we started, once we get to 100 franchises, we're going to fly to Geneva and we're going to buy Rolex. You know what you do when you're in sleep? You got those ridiculous goals and holy smokes, we achieved it, mate. So off to Geneva we go. I've got a brand new wife. And I just said, look, I'm sorry that this is what my brother and I agreed to when we were, you know, 21 years of age. He was 19. I said, that's our goal. So, so here I am now, 28 years of age, flying to Geneva and buying, uh, a Rolex, and we had the best time of our lives. It was so much fun. And I've never achieved a goal like that before. Like I've been able to achieve a goal playing professional football and, you know, all those sorts of things, but nothing like this. This was special. This is like we said we were going to do something and we did it. So I get back from Geneva and I'm there with my brother in the boardroom and I said, mate, listen, I don't know how to tell you this, but I want to sell the business. I don't want to be involved in anymore. You can't be serious. We've got over 100 franchisees. You know, they're all paying $880, uh, a month with their royalties, and it's a great passive income business, but I'm the one who's dealing with all the franchisees at the end of the day. And he said, listen, we've got to explore this. So we actually went and saw the guy that helped us set up our franchise, the same guy four or five years later, and we said, mate, how can we make this business excitable for me? Because I'm one of those entrepreneurs that gets to a level and when I'm tapped out, I get bored and I don't feel like I'm growing and I've got to do something different.

Speaker H: Uh,

Speaker G: which is very common with entrepreneurs. You know that, mate, you get to a certain level, you're not achieving or going to somewhere different. You get stale. So David Coveter said, why don't you turn into a masterpiece franchise where you can sell all the states and territories and you can have eight master franchisees. You deal with eight, and then that eight would deal with all the franchises no way. I'd won the lotto again. It was like a deja vu. So you're telling me someone will pay money for their whole state and they would take care of the franchisees and I just looked up for the master franchises. That's exactly right. So within 18 months, mate M with 18 months, we sold all the master franchises in Australia. We kept one ourselves deliberately so we could relate to the masters come in. Because it was a new stage in the business. We now had to separate ourselves from owning franchisees and what I mean, supporting franchisees. Just dealing with seven masters and they deal with all the franchisees. So now here we are, boardroom table, seven master franchisees. They all came on in such a short period of time. We made a ton of money. But what most importantly happened was we've now got seven entrepreneurs that we're dealing with, not just us anymore. And our business went to the moon. In two years we got to 200 franchises. So in half the amount of time or less we grew that fast. So now I've got into my hand, if I want to get go to America, I want to go to America. So long story short, we come to America. But this is what I did this time. Sell the masters first and then we'll all sell franchises together. Don't go through the individual franchisees. And this is why I didn't want to.

Speaker H: Right. I

Speaker G: don't know. Each state, every state has almost a different accent, almost a different culture, almost a different way of living and I don't know a marriage alike. I do as cronies. So I thought partner with everybody across the country and sell master franchises from the top and we sell franchises together. So I and my family realized that 5000 dogs get euthanized a day in this country. Marty. Let's think about that. So we're in a first world country and 5,000 dogs get euthanized.

Speaker H: How does

Speaker G: that make any sense? Like, like, if you think about that logically, how does that make any sense? To me, it just doesn't. Like when you, you talk about the Amazons, you know, a football field of second, you know, gets, that gets torn down. How does that even equate to like understanding that? That's what I feel about this. Very similar with that analogy with, um, with the Amazon, it just, it's so bad that you just don't believe that it's true. So right in the middle of the night, in the middle of the night. So, so the kids have seen these terrible acts with the Sarah McLaughlins. That makes a Grown man cry about animal rescue.

Speaker H: Yeah, yeah.

Speaker G: So they've really got it, they've really got upset about that. They spoke to my, uh, wife and said, we've got hot dogs, surely we can do something. And then in the middle of the night, my wife wakes me up in the middle of the night. I was thinking, what's going on here? No, you idiot, listen, I've got a great idea. What if we get a 40 foot RV, tow the big blue dog behind us and we travel across the country and make some noise about animal rescue? And I was

Speaker H: like,

Speaker G: this is, this is how smart my wife is. She calls me Puppet because she's like the puppeteer. She comes up with all the ideas. But I've got the, I have no shame. I embarrass myself and everybody around me consistently. And whatever gift that is that God has given, it's a wonderful thing. But I'm not smart. Like she'll come up and give me all the ideas and, you know, I look like the smartest person in the room, but I'm really nice. So nobody knows that up until now. So all your listeners out there. Yeah, that's right. You're dealing with a crazy Aussie that gets, you know, all the ideas from your bike. So I went out, I bought this 40 foot RV, I bought it home and she was like, so this is the thing and I don't want to be controversial here, but women to me are the most important people in the whole wide world. They have out children, they grow up and they just, there's such a support network and without them, men wouldn't be men without them and they just happen to change their mind four or five times a day just because of, you know, who they are. I brought the bus home and my wife's going, hold on a minute. I wasn't like 100% sure. Like it was a good idea at the time, but I don't know if we should be doing this. And I said, that's why I went out and bought it. Let's get busy, let's take this bus and let's go around the country. So we sold everything up. And I'm a big believer in two things in life and that is never burn a bridge with anybody. Even if it sort of happens or it might get a little bit close, let it settle, come back around and make right, you know, just never, never burn a bridge. There's no point doing that in life. You never know when you're going to turn up and, you know, be mates again or you're going to hook somebody out. The second thing is burn your ships behind you if you really want to get to the next level in life. Now, what I mean by that is, I think the best example is, um, the taking of Troy. All the Greeks rode thousands of boats to the land of Troy, Thousands of them. They're all these warriors and all these guys, they left all their families behind. And in the middle of night on the beaches, the captains came in and burnt what the ships on the beaches. Now there's anarchy. The guys want to kill everybody. They're so upset, like, how do we get home? How are we going to get back to our families? We've got to take Troy. We don't take Troy, you'll never see your families again. So the motivation in that created the whole Trojan horse. And they would never have been that creative if they didn't actually go through that process of desperation on the motivation to their families. So I'm a big believer in burning your ships behind, so you've got nothing to go back to. It's what I did in Australia, and it's what I did when I started the baby. So now I was smart enough to understand that my wife and we have the best relationship and lovely Gilly. But men and women fight. It's just a natural occurrence that, you know, I'm not a woman and she's not a man. And we're always going to have some sort of consciousness to do with something.

Speaker H: Right?

Speaker G: Uh, there were four types of. There are four times that I vividly. If she had the chance to get out of that bus and go back to our home, if we still had it, she would have done it. No question about it. And one of the days was Mother's Day. Now, I take full responsibility here as I share this story with you, but I invested in a mascot, just like the mascots in baseball or football. A real rich ditch, unbelievable mascot.

Speaker H: Right, Right.

Speaker G: So what happened was on Mother's Day, the head of the mascot arrives. When you, um, jump on and see the bubbles Facebook page, you'll see what I'm talking about. It's this mascot head that goes over my head and it looks like this big blue dog. So I'm driving the bus. You gotta remember, it's 63ft, this bus, the big blue bus. And it's a big blue dog towing behind us. And I've got the mascot head on driving and almost causing accidents because people looking back going, who's driving the bus? Oh, my God, it's a big blue dog. So I was on fire. It was such an exciting experience. I've got a mascot head. I'm m on fire. Everything's going great. But I neglected to sort of, you know, share what I should be sharing for Mother's Day, uh, with my wife. Yeah, she's had a couple of wines now and she's got one of her friends on the phone. So I sort of, you know, have a little bit of a problem with. And we have this big blow up, big argument. And as we're going through St. Augustine, I could sort of see in the revision mirror. So where the bus is and where you walk out the stairs to get outside of the bus, I can't reach over ah, to her because it's that far away from where I'm sort of locked in. If you can sort of picture it while I'm driving the bus, I'm in that doorway so I can't actually get down the stairs. She's got a backpack on, she's walking down the stairs. As I'm coming up the stairs, set of the traffic lights where the red light was. She's just about to get out of the bus. I'm not exaggerating. And I had to put my foot on the accelerator and drive through the red light just so she wouldn't get off the bus. That was Mother's Day. So the lesson I've learned about this, mate, is Mother's Day is for the mothers. It's very important that you respect and really cherish the mother of your children. And even if you get a toy in the, in the mailbox you shouldn't play with until the next day. So that's the reason I wanted to share that with you. Oh, mate. So, so for three years we're on the Babe to Save tour, uh, 48 states to date. Washington rescued thousands of dogs. And the reason I shared that story with you is, uh, I just want everyone to know that it hasn't been easy doing it, but very. It's been one of those incredible things I've been able to do with the children and my wife. So we've got three rabbits, a rescue dog, three children and my beautiful wife. So the kids were 12, 11 and 10 when we started and they're 15, 14 and 13 when we finish. So they actually turned into teenagers while we're on the road. And their commitment and um, their dedication is just incredible. And I always talk about this, this is where I feel people sort of get a little bit mixed up. You definitely have to have a passion that gets you out of bed to do something that you want to do that makes you feel good. But it's an obsession that gets you out of the darkest days. When you're sitting in a warm up, you're waiting for things to come into the business to get to the next place and you're sitting there with a family and everyone's doing it tough. And so, holy hell, how do we get out of this? If you're not obsessed about what your passion is, and in those darkest days, passion's not going to get you out of those holes because the passion's the exciting part about why you're doing it in the first place. But if you become obsessed and you're really obsessed is almost like inverted commas, not giving up. You know, you're so fixed in and so committed to actually making something happen. Those moments can only come through on the other side if you had that obsessive nature about what you're all doing together. And to have that unfold, um, the way that it's. We created this unbelievable social consciousness within the business model itself. And I made this decision, and this is one of the arguments that I had with my wife, is that I didn't want people to think that we were on the road promoting animal rescue just to sell franchises. We did not try and sell one franchise. The whole time that we were on tour, people asked us every event, oh, uh, I see. It's a franchise. Can I buy it? Not yet. No. Waiting until the tour is finished, it's almost business suicide if you think, you know, because Rachel's like my wife, we've got a blue dog. No one's going to care that we're selling franchise because that's what Hydra Dog doing is giving back to the community. And he wants people to come in. I said, but I just know how cynical some people can be. But you're only out on the road and you're pushing all this, you know, down people's faces because you want to sell franchise. I just didn't want any negative feedback whatsoever. So it worked in our favor. We put the franchises on the market with three, um, months left of the tour. And just before we did that, um, we just, we did a six series episode with um, the workshop that we're working with, um, Netflix at the moment. It's going to come out. It's called Forever Home. It's a, uh, it's a series and it's amazing. But animal, um, Planet, um, has picked us up and we're going to be uh, the place of Puppy Bowl. You know what Puppy bowl is?

Speaker H: No.

Speaker G: Comes out on the same day as Super Bowl.

Speaker H: Oh, okay.

Speaker G: It's, it's, it's amazing. There's 22 puppies. They're rescue dogs. And, um, I play this game, book football, uh, with each other. And, um, that's what we're going to be doing, tripping around the country and creating that brand and supporting the Puppy bowl next year. So all of that has come out, which is just amazing. So with about three months left, I strategically hand picked 10 master franchisees around the country. 10 master franchise owners bought 10 states. Within three months of putting them on the market, we sold two 10 master franchises and one franchisee that I strategically brought on as well. And, um, to have that, to have that sales opportunity of people coming in because they believed in what the family was doing. Like, think about this. What do the owners or the founders of a company do to support your business? They just spent three years on the road creating a social consciousness for your brand. We've been to every except Alaska. Why we're doing Alaska in the summer. But

Speaker H: do

Speaker G: you see the owners making that sort of commitment to the brand? Wouldn't you love to be a part of something like that, knowing that you're going to get that sort of support when you come into the business?

Speaker H: Yes, of course. Nothing

Speaker G: really killed us, but look what we've done. It's just such a phenomenal, phenomenal thing. Larry King reviewed us in our bus. We've been on Rachel Ray, been on all these, like, it's been a wonderful, wonderful journey. So once I've got all these master franchises on board, coming into the franchise model that I've always wanted to achieve. So all of us collectively, let's go. 10 masters selling one franchise a month. We're going to sell 10 of these a month as a minimum. Now, if I only sold one a month, I'd be very disappointed. I'm just using worst case scenarios. Sometimes you've got to be, you know, realistic and bring in the worst numbers so you can sort of, even when it's worse, still feels good. So 10, 10 of them a month. Ah. By the end of the year, we're going to have 100 franchises.

Speaker H: Right.

Speaker G: And unfortunately, I had a massive falling out with our manufacturer who builds the big blue dogs. He was a boat builder and he was getting big boat orders in. He put our, uh, blue dogs to the side and bring him out on time. And it turned into a very, very complicated relationship. So I made the exact decision to leave this dog and find A new. A new builder to build our big Blue Dogs. And it took me six months, Marty, six months. So you've got these 10 master franchisees. They've invested in the business, they're going, what's going on? We can't get a return on investment, we can't sell any Blue Dogs. So it was possibly the most stressful six months of my life because I, I want really, really successful in their own right, and my hands are tight, but I've still got to fall on my own sword because I'm the founder and owner of the company. So we all rallied together, um, and I said to them, some of you guys, would you be prepared to learn to clip and broom and run a big Blue Dog so you can at least create some revenue, you know, out there in the marketplace? And four of them, like, you know what? Yes, let's do it. So they got in here, they got trained up, and the advantage of this, mate, is that they now know that business from the ground level all the way through. So when they get franchisees into their business, they're going to know exactly what the franchisee is going through. So it's really worth out taking a negative into a positive, if that makes any sense. So we married up with, uh, Curtis Handy, which is, um, the most successful outfitter in the country that turns Mercedes Benz into grooming salons. And, um, he's partnered with us and now we have an incredible product that we're about to bring to market that I'm just so excited about. And we just hit our first franchise, um, expo on the weekend and the response was incredible.

Speaker H: What do you look for

Speaker D: in your franchisees, Anthony? I mean, what do you want from them? I mean, any. Do you like. You look for any specific characteristics or traits?

Speaker G: Yes. So I'm actually very, very strict on the master franchise owners and it's a little bit controversial with what I'm about to share with you right now. Um, purely because on the back end of a business strategy, if I can't become their best friend or a really close mate to them, like our Big Fast and Blue Dog has gone to every single one of their homes, we've slept in their places, we've broken bread, we've had drinks, we've gone out and we've had, um, Big Dog watch days, big paper save days together. And if that person coming in is purely about making money, which is important, but if it's the number one driver, you don't want to become mates with me, um, being a part of this business, then that's the first red flag that will come up with that. You need to be invested in my personality so I can scrub off all the traits that I've got that has really made this company such a great success. You've got to love animals. Like you've really got to love animals. And I don't know how old you are mate, but this is what I truly believe when you turn around about 40, the 40 year old mindset. So, okay, what's my contribution? What's my feedback, what's my legacy? What am I leaving behind? Not the bit that you die, but you sort of get into mindset where it's not the rush and the bash and it's all about the money. Now you start to think about what's a living legacy, what can I share with my children, how can I be proud of me as a dad? Like, what is it that I can do that's going to be very effective, you know, moving forward. Because when you have kids, your whole world changes. You got that warrior bulletproof on your own suicide mission, lunatic. You've now got these children that want to be you when they grow up. So what is it you're going to leave behind? So with what we're doing, our business model is creating relationships with local communities and local shelters. We have dog wash days and 100% of the money that's raised goes straight back to 100%. So it's a 20 to $40, uh, dog wash. That's a donation. And 100% of the money that we make goes back through, um, shelters to help and support in the local communities. But when we get the PR and people who have invested in the brand itself, now you're contributing back to your local community because you've been here for 20 years and now you've got the shelters involved, now you've got the community involved. And not only are you making money having this business model, but you're actually making a difference. You're rescuing animals lives. You've got the kids involved that come out and watch the dogs with you in a turn of this family affair. We need people like that, people that want to give back,

Speaker D: people

Speaker G: that want to make money and work hard at the same time, but also want to be a part of this family environment where you know, you've got to fall in love with the family. Otherwise it's just going to be an arduous task of you just getting up every day, turning it into a job rather than living.

Speaker D: That's something you have an amazing story, Anthony. You know, I've been doing the show now for 12 years and when I read about your story, I was impressed. But hearing about it is even more impressive. What's the best way for our listeners, Anthony, to get more information on Hydrodog as the service and even more so the franchise opportunity? Are there any websites that we can direct them to?

Speaker G: Yeah, so what we're doing right now mate, is that, um, I've just started to put the next Phi issue placement which are selling master franchises around the country. So as I told you, uh, we've got 10 of them that are, that are with me right now. I am now.

Speaker D: Okay,

Speaker G: I got a quick to share this with you. So now that we've moved into a house for 12 months, because we've got all this filming to do with Animal Planet and I've got to go do all these expos and what have you, we now have a home and we drive out to the events and we come back home again. And someone said to me the other day, so what's it like, like living in a house now? And the first thing I said was, is having hot water, uh, every day. Then I stopped myself and I said, no. Having water every day has become a luxury for us because there are days when you'd run out in that rv, uh, without water, you'd have to get to the next event on time and you didn't have the time to fill the bus up. So we'd go a couple of days without having showers, clothes and washed. And we're in heaven right now having all these little things that doesn't mean a lot to most people. But we're so grateful and I've learned so much minimalize and live life that particular way. But, um, in regards to the master franchise sales outside of those 10, I'm ready now to go national with people that want to own their own, um, state or their own territory within that state. And franchisees right now are absolutely on fire, pushing the green light, saying if you want to, if you love dogs, we want to work outside all day and rescue animals and make a ton of money and purchase a franchise. And uh, that's pretty much we're full blown sales mode right now to bring all the right people on into the business. So there's two things that you can do. And honestly, if you're really, really interested, call my mobile person, which is 719-639-6900, or the website which is hydrodog.com.

Speaker D: that's fantastic. I, I've enjoyed having you on the show. Anthony and I'd really like to invite you back as you continue to grow because I think this is a great franchise opportunity.

Speaker G: I'd love to come back on the show. You just, you're a great listener and you sort of steer me in the right direction. It's one of the best interviews that I've felt comfortable with, mate. So you know your stuff and I'm very impressed. It's lovely to meet you.

Speaker D: Thank you. Thank you for saying that, Anthony. It was great to have you on the show. We'll be right back with more Franchise interviews.

Speaker B: Coming up on segment two, you're going to hear what every Francopreneur needs to know before buying a franchise. We're going to play a clip from our popular Great Quotes and Franchising podcast right here on um, Franchise Interviews.

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Speaker B: Hi everyone, this is Marty McDermott, the president of Franchise Interviews. And welcome to another edition of, um, Great Quotes in Franchising. For each podcast you get to hear a great quote in franchising. You know, we've been hosting franchise Interviews many years now, and during that time we've had some incredible quotes on our show. Today you're going to get to hear from Nick Freeman, who is the founder of College Hunks Hauling and Junk and Moving Franchise Opportunity. And Nick said something really quite brilliant on our show that we haven't heard in over a decade of doing franchise interviews. We started Speaking about the four Fs of franchising and interesting enough, we ended up with five Fs of franchising as we were doing the interview with Nick. And, um, you know, in marketing we talk about the four Ps of marketing, which is product price promotion in place. So I thought this was really brilliant what Nick said. So here we go with Nick Friedman, the founder of College Hunks Hauling and Junk Moving Franchise Opportunity. Um, you know, the majority of our listeners, we call them Nick, we call them aspiring franchipreneurs. What types of characteristics do you look for in your franchisees?

Speaker I: You know, uh, what I like to say is there's four Fs when considering a franchise, which is also, I guess, starts with a letter F. So there's four Fs that come out of franchise. And I think this is what a prospective franchise should think of when they're considering what franchise they want to pursue. And this is, quite frankly, I think what franchisors should consider when they're evaluating a prospective franchisee. So, uh, the first F is fit. Fit. You know, do they fit? In other words, do they have transferable skills that can make them effective at this business? Have they done anything in their prior professional, uh, or personal lives, uh, that would make them, uh, be successful in this type of business? The, uh, second piece is the family side. In other words, does their family, uh, support them in them pursuing this endeavor, whether it's their husband or wife or uh, uh, kids or parents, you know, do they believe in them? Because you don't want things to get tough, tough, and they're inner circle to say, I told you so, you want them to, you know, cheer them on, to get through it. Uh, the financial piece is important. In other words, are

Speaker H: they

Speaker I: capitalized

Speaker H: to be able to invest in the

Speaker I: opportunity

Speaker H: and do they have realistic, uh, financial expectations? And then the last F is the fun factor. You know, can we have fun working with this individual, you know, franchise, very much like a partnership, even though that's not typically called that. Uh, so you got to have, you know, an alignment of vision and values to be able to

Speaker I: ensure,

Speaker H: uh, working together. So that's really what we look for. You know, we want people that believe in the secret sauce that we've already developed.

Speaker I: We don't want somebody to come tell us that they think it should be done differently. Uh, we want them to tell us that they believe in what we've created. And sure, we would, you know, want to continuously improve and encourage ideas, but, uh, not, you know, we want folks that believe in the system and are going to execute the system rather than trying to shortcut success by doing it, uh, you know, doing it their own way. And I think that, you know, really no different in our system than any other franchise, uh, model, uh, that is, uh, going to be successful long term. They need to really take into account those

Speaker H: factors.

Speaker B: That's. Yeah, no, that's great, Nick. We have this, uh, great quotes and franchising podcast. Anytime we hear, you know, Michael Gerber has been in there a couple times, but we're going to put that one in there because I haven't heard that in over a decade. And I think that's great advice to our Listeners, it's really fantastic because it's true. I mean, you could really, your business, you could teach to anybody, couldn't you? I mean, pretty much, you know, it, but you know, it's interesting in putting those factors in there, you know, like family support, you know, and even I haven't heard that, you know, but it should be an enjoyable business and you know, because it is a stressful situation for the customers, I guess you got to be able to put a smile on your customers face, don't you?

Speaker I: Absolutely, absolutely. I mean, you know, as you know, there's over 3,000 franchise opportunities out there. So what's going to separate one from the other? It's got to be something that you can enjoy and I guess I'll grab another F out of there. I'm on a roll here. Fulfillment, you know, is it something? Yes.

Speaker B: Uh,

Speaker I: you know, we're going to be fulfilled doing day in and day out because I think franchising is a lot like a gym membership. You know, if you join the gym, you've got you getting access to all

Speaker B: types of

Speaker I: equipment, personal trainers, coaches, workout groups, but you still got to go and show up and do the work. So if you buy a franchise, you're getting access to the business model in a box, you're getting access to trainers, coaches, you know, fellow franchisees that you can, you know, hold each other accountable with. But you still got to show up and put in the effort to uh, execute that business model. So, uh, that's where I think those, those factors come into play.

Speaker B: Once you decide that, you know, you do like them, you know, and they like you, Nick, you know, and there is a fit, you know, what is the training like? I mean, do they typically come to Florida for training? How does that work? If you'd like to hear that whole interview with Nick Friedman of the college hunks hauling and junk moving franchise opportunity, all you have to do is go to franchiseinterviews.com, go to our franchise interviews by category page, and then go to our home repair and improvements page and you will be able to listen to that whole, whole show with Nick Freeman. It was really a fantastic interview. It was great to finally have Nick on the show. And lastly, we'd just like to thank everyone for making this podcast such a big hit. It's hard to imagine we've been doing it now over 10 years and uh, it's just amazing to see where the podcast has gone. So thanks everyone for listening and we'll see you again soon with another edition of Great Quotes. And franchising. Sponsored by Franchise Interviews. Take care, everyone.

Speaker C: Uh, Franchise Interviews. From Easton, Pennsylvania to Sydney, Australia, you're listening to Franchise Interviews. Franchise Interview.

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