Multi-Unit Franchisee Magazine Issue IV, 2012 | Page 64
“ THAT
to entry, and he’s at a stage now where
he can afford it.
He also has considered whether to
buy a franchise or create one, but “I’m
not mature enough financially to take
the risk at this point,” he says. However,
he has his sights set on building
a larger organization over the
next 5 to 10 years. “I feel like
the next three years are going
to be explosive, then through
year five should be really powerful growth,” as he builds out his
Massage Heights salons to 15 or
20, along with a similar number
of units with a new brand he’s
not ready to name until the deal
is finalized.
If all goes as planned, he says
he could sell his organization for
a significant amount of money.
But at that point, he expects it
will become more about building
Brand’ PE RFE CT ”
s
an organization, helping young people
build their dreams, and serving people
than about selling out and retiring. “I don’t
know what that looks like, but I look forward to being in that position, past that
financial tipping point,” he says. “Then
it’s about having a big cash flow
and what you can do with that.”
As he speculates on a future
involving philanthropy, he cites
fellow Atlantean Charlie Loudermilk, founder of Aaron’s, as a
model to strive toward. Loudermilk, who retired in September,
has donated nearly $20 million to
local charities and causes. “We all
hope we can evolve to that point
to change the world not only
through our organization, but
also through our financial contributions,” says Merrill. What
better reason to consider adding
new brands?
“ I fee l l ike the
n ext t h r ee year s
ar e goin g to be
e xpl os iv e . ”
—R a n d y Mer r ill
Randy Merrill
2012
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Multi-Unit Franchisee Is s ue IV, 2012
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