By David Chilton Saggers
It’s no surprise that in Canada diversity can be found in every aspect of life—social, cultural, and commercial. And the diversity of this country’s franchise industry itself presents potential investors with opportunities in every market segment.
Modern Cleaning
GDI Integrated Facility Services, headquartered in Montreal, has been cleaning large commercial properties for 100 years and multi-unit premises—such as banks—with its franchise system Modern Cleaning for 30. Modern Cleaning currently has 800 franchises in its system. About 4 years ago, however, there was still a market where GDI didn’t have a presence; so, it diversified once more and created a second franchise model, targeting professional offices, car dealerships, gyms, retailers, and local communities; the Modern Cleaning Territory Franchise System.
“GDI needed to show up at smaller spaces,” says Gavin Bajin, Modern Cleaning’s vice-president, territory franchising, from his Toronto office. “Between the large and multi-unit segments there is local business.” And with that in mind, Modern Cleaning began franchising its territory based model in 2021. It has since sold or is in process of selling 10 franchises so far, with more to come. Two are operating in Calgary and one in Edmonton, with Vancouver, Winnipeg, and Mississauga, Ontario due to come on-stream. The Alberta, British Columbia, and Ontario markets are expected to drive Modern Cleaning’s expansion plans at first, says Bajin, with coast-to-coast development following on from the growth of those provinces. And all, he continues, will be directed by the “territory model”—setting up in cities and towns of a certain population density and which have business with five employees or more.
The cost of a franchise is $245,000 and includes a van wrapped in Modern Cleaning branding and the necessary heavy-duty cleaning equipment. However, there won’t be much startup overhead for investors because a franchise can be run from a home office in the beginning. Training will take place in Toronto, lasts one week, and covers all major functions such as marketing, sales, operations, and financial management. There will be a further eight to 12 weeks of online video instruction.
As for the qualities he’s looking for among potential franchisees, Bajin says he wants investors “who have the desire to build something of their own and at the same time be good students of our system.” Previous business experience isn’t necessary, he continues, but a willingness to work hard is, an attitude found among the many newcomers to Canada who have expressed an interest in his system. About 75 per cent of those looking at a Modern Cleaning opportunity are men aged 25 to 54. A quality Bajin is looking for is a positive attitude towards staff. The lower wage labour pool is transient, he says, and will move on at a moment’s notice, so the more franchisees can motivate and inspire their employees, the better. “We really focus on reducing staff turnover. If you treat employees well, they will produce better work,” he says.
A Modern Cleaning franchise comes with a range of benefits, says Bajin. Commercial cleaning is never going to go out of style, for one thing, and the territorial model his system uses is flexible, mobile, and positioned for what he calls “explosive growth.” As well, they offer field support that is experienced and professional in their approach. “Ultimately, it really comes down to creating opportunities for success. This happens with a combination of our franchise support and the grit that our new franchise owners bring everyday.”
Greco Pizza Restaurants
Atlantic Canada produces some of the best seafood in the world. But just because all four provinces have thousands of miles of seacoast doesn’t mean it’s all fish and lobster.
Take Greco Pizza. It began in Moncton, New Brunswick in 1977 with 10 locations before being sold to Grinner’s Food Systems in 1981. Now there are 106 units in the system with most of them in Atlantic Canada and others in smalltown Ontario, including Petawawa, home of a large Canadian Armed Forces base, Cochrane, and Verona.
John Hay, Truro, Nova Scotia-based Development and Xpress manager for Grinner’s Food Systems Limited, the parent company for Greco Pizza, says the system’s fundamental growth has been in Prince Edward Island, Nova Scotia, New Brunswick, and Newfoundland and Labrador. The focus will remain the same for the new year with lots of enquiries coming in from the Atlantic Canadian provinces, with expansion possibly on the horizon to new Canadian markets in the future. Greco has two franchise models: a full-size standard quick service restaurant and the smaller “Xpress unit.” The cost of a standard franchise is between $300,000 and $400,000. An Xpress location requires an investment of $50,000 to $65,000.
Typically, says Hay, Xpress stores are in smaller markets and often paired with Capt. Submarine, a sister brand selling sub sandwiches. The stand alone or combo Xpress locations can be found in convenience stores, gas stations, and similar smaller venues but are generally paired with another business. Whether it’s a standard 1,000 square foot store location or an Xpress, Hay says that because everyone is a potential customer, there is something on the menu for everyone. Preferred locations are to be in high traffic areas, but no location is out of the question until taking a closer look.
“In the pizza business you want to encourage operators be open as much as possible,” says Hay, and you have to innovate, too,” he continues. Greco was the first brand to introduce flavoured crusts in Atlantic Canada, one of their major introductions to the pizza segment in the region. To attract a younger demographic, Hay notes the system has also made significant advances in online ordering. Customers can order by going to Greco.ca or they can order directly from their phone with the Greco app.
Hay says that “previous experience doesn’t hurt” when it comes to considering potential franchisees, although there are other qualities he considers. “No experience in the food industry is required,” he continues. “What we want are people who have a lot of motivation. We want community involvement, and those who are not afraid to take risks.” Most of the investors he sees are aged 25 to 55 with a slightly larger percentage of them being men.
Initial training takes around two weeks; one week is spent at head office in Truro with a focus on how to control costs and the other is spent in-store to learn how to make the product and serve the customers. There’s also two to three more weeks of additional support for new franchisees. Their franchise service representatives are experts in their field and always available for questions, comments or concerns.
With Canadian and local ownership very much in the headlines these days, Hay says being homegrown confers a real benefit on franchisees. So too does being easily reachable, he continues. Because Grinner’s is a family business, investors are treated as family, Hay explains. And that’s truly a diverse family because many are newcomers to Canada.
As Greco Pizza continues to expand across Atlantic Canada and explore opportunities in new markets, its foundation remains firmly rooted in the values that built the brand nearly five decades ago—community involvement, innovation, and strong franchise support. For entrepreneurs seeking a proven concept backed by a family-owned Atlantic Canadian company, Greco offers more than a business opportunity; it offers a chance to be part of a growing, diverse network built on local pride and long-term relationships. In a region known for its seafood, Greco Pizza has carved out its own lasting place at the table.
