by UFG | Mar 3, 2025 | News
Entrepreneur magazine has named five brands of United Franchise Group, which includes distributor Fully Promoted (PPAI 240143, Gold), PPAI 100’s No. 26 distributor, at No. 423, to its prestigious Franchise 500 list. The list also includes distributor Signarama (PPAI 715652, Standard Plus) at No. 174, along with Transworld Business Advisors, Office Evolution and Venture X.
- All five brands returned to the list after multiple years of recognition, including Signarama for 26 consecutive years and Fully Promoted for 23 years. This is the sixth year of ranking for Venture X and Intelligent Office.
- The Franchise 500 is the world’s first and most comprehensive franchise ranking, a highly sought honor by one of the business world’s leading publications.
- The rankings are determined by the magazine’s editorial team who research and assess factors including companies’ costs and fees, size and growth, support, brand strength, and financial strength and stability.
“We are proud to see our brands’ tremendous performance recognized once again with inclusion on the Franchise 500, one of the most meaningful honors in the industry,” says Ray Titus, founder and CEO of UFG. “This ranking recognizes what we’ve always known about our franchisees’ hard work, dedication, and success, but to have it validated by this highly respected publication is a true honor.”
This article was originally published by PPAI
by UFG | Mar 3, 2025 | News
- We would like to know more about you, introduce yourself personally
Andrew Titus was appointed President of Fully Promoted in December 2022, though he has been involved with the company for years as the youngest son of Fully Promoted founder and franchise giant, Ray Titus. Fully Promoted is one of the affiliated brands of United Franchise Group, which is comprised of 10+ industry-leading brands with over 1,800 franchisees across more than 80 countries.
Upon assuming the role of President, Andrew outlined his goals to accelerate the brand’s growth and increase franchisee revenue systemwide. After his first full year at the helm, Fully Promoted experienced one of its most successful years, with systemwide sales reaching record highs and new franchise location growth rising by double digits. In 2024, Fully Promoted opened 28 locations worldwide and executed nearly 30 franchise deals. These efforts helped boost year-over-year systemwide sales by 5.5%.
Looking ahead, Andrew will continue to oversee brand and franchise operations for Fully Promoted, leading strategic efforts to drive the brand’s ongoing growth—both in the U.S. and internationally—and further increase franchisee revenue systemwide.
- How did the story start between you and your franchise network?
Andrew has a unique history with Fully Promoted. As previously mentioned, he is the youngest son of Ray Titus, founder and CEO of United Franchise Group™ (UFG), an affiliate network of 10+ industry-leading brands, including Fully Promoted. While he showed an aptitude for theater in his youth, Andrew also had an innate entrepreneurial spirit and, like his brothers, couldn’t stay away from the family business. His journey with UFG began with power-washing the office building in West Palm Beach as a high school student. He also worked for a local Fully Promoted franchise in Birmingham, Alabama, while attending Samford University before landing a part-time position as Franchise Development Representative. Andrew’s work ethic, willingness to learn, and growing business acumen helped him rise through the ranks, working his way up from Regional Manager to Regional Vice President and, eventually, Executive Vice President of Development at UFG.
Andrew was appointed President of Fully Promoted in late 2022, a role he was eager to take on and one that is well-suited to his strengths. In 2023, under his leadership, Fully Promoted implemented a new business management system, executed a new global expansion strategy, and amplified support for franchise owners—all of which helped fuel an impressive year-over-year performance systemwide.
Andrew has seen all aspects of the business, yet he remains committed to broadening his knowledge and understanding of the current landscape so that he can continue to propel the brand to new heights worldwide.
- How do you see your future and that of your network?
In my first year with the brand, I introduced a new POS system and led the team through a nearly seamless transition. Last year, the brand launched a refreshed website with a streamlined aesthetic and new features, including a location search tool that helps end-buyers find nearby Fully Promoted locations, as well as synchronization with Fully Promoted Connect—a platform that provides digital marketing resources, financial reporting capabilities, social media account access, and back-end analytics.
2025 marks Fully Promoted’s 25th anniversary, and we are excited to commemorate this milestone with our franchise owners during our annual convention in March. We also have many projects in the works that will continue to enhance our brand. It’s an exciting time to be part of the promotional products industry!
For more information, visit fullypromotedfranchise.com
This article was originally published by Choisir sa Franchise
by UFG | Mar 3, 2025 | News
Honored after multiple years of recognition was top 100 brand Transworld Business Advisors, along with Signarama, Fully Promoted, Intelligent Office and Venture X; three brands placed #1 in their respective categories.
WEST PALM BEACH, FL – Entrepreneur magazine has named five brands of United Franchise Group™ (UFG), the global leaders in franchising, to its prestigious Franchise 500® list. Placing on the 2025 list were Transworld Business Advisors®, Signarama®, Fully Promoted®, Office Evolution and Venture X®.
In addition, Transworld Business Advisors is among the top 100 brands on the list, moving up from #80 to #51 since the 2024 list was announced. The business brokerage consulting firm was one of three UFG brands named #1 in their categories, with Fully Promoted topping the Embroidery & Screen Printing group and Office Evolution leading in Coworking Spaces.
The Franchise 500 is the world’s first and most comprehensive franchise ranking, a highly sought honor by one of the business world’s leading publications. UFG brands achieved these rankings:
Transworld Business Advisors: #51
Signarama: #174
Fully Promoted: #423
Office Evolution Ranked #439
Venture X: #455
All five brands returned to the list after multiple years of recognition, including Signarama for 26 consecutive years and Fully Promoted for 23 years. This is the sixth year of ranking for Venture X and Intelligent Office.
Their continued appearance on the list is a testament to the strength of the UFG family of affiliated brands and consultants, which provides members with a global network of resources and more than three decades of franchise industry expertise.
“We are proud to see our brands’ tremendous performance recognized once again with inclusion on the Franchise 500, one of the most meaningful honors in the industry,” said Ray Titus, founder and CEO of UFG. “This ranking recognizes what we’ve always known about our franchisees’ hard work, dedication, and success, but to have it validated by this highly respected publication is a true honor. To have one company on this prestigious list is great, but for UFG to have five brands on the list is amazing!”
For almost five decades, the annual Entrepreneur Franchise 500 has recognized the industry’s top achievers. It is considered an invaluable resource for potential franchisees.
“The Franchise 500 is more than a list. It’s really a collection of life-changing opportunities, featuring strong and resilient brands that future franchisees will be proud to be a part of,” says Jason Feifer, editor in chief of Entrepreneur magazine. “This year’s honorees represent the bold ideas, operational excellence, and adaptability that make franchising a cornerstone of entrepreneurial success.”
The Entrepreneur editorial team determines the rankings each year by researching and assessing factors that include companies’ costs and fees, size and growth, support, brand strength, and financial strength and stability. Each franchise is then given a cumulative score based on analyzing more than 150 data points. The 500 brands with the highest cumulative scores become the Franchise 500® in ranked order.
To view the complete Franchise 500® ranking, visit www.entrepreneur.com/franchise500 or pick up a copy of the January/February 2025 issue of Entrepreneur on newsstands now.
This article was originally published by WhatTheyThink.
by UFG | Mar 3, 2025 | News
Annual survey of franchise brands indicate inflation easing, labor issues and sales remain top priority, while an overwhelming 85% report having a positive relationship with their franchisees
WASHINGTON, D.C. – The International Franchise Association (IFA) today released its 2025 Franchisor Survey, the fourth annual survey of franchise brands highlighting economic challenges and current trends facing franchised businesses. Conducted in partnership with FRANdata, this year’s survey shows that while inflation concerns are easing, labor issues and sales remain a top challenge for franchisors. This year’s survey, coupled with the recently released 2025 Franchising Economic Outlook, indicates another strong year of growth for the franchise business model.
“Over the last five years, the franchise community has demonstrated its resilience in the face of unprecedented challenges, coming out stronger than ever before,” said Michael Layman, IFA Chief Advocacy Officer. “Reflecting the perspective of leaders from across industries and brands of all sizes, the IFA Franchisor Survey offers an illuminating look into the priorities and concerns for the year ahead, which is shaping up to be a time of incredible opportunity and growth.”
Key findings from the 2025 IFA Franchisor Survey include:
- 37% of respondents identify the availability, quality, and cost of labor as their top business challenge.
- 15% of respondents state poor sales are a concern, the second most significant, especially among personal services (42%) and QSR (23%) brands.
- 70% of respondents report that their franchisees have unfulfilled job vacancies, falling from 80% in 2024.
- 48% of franchisor executives expect franchisee total employment to increase in the year ahead, and 40% expect it to stay the same.
- At 12%, inflation concerns are the third most significant business challenge in 2025, up from 9% in 2024, but below the 2023 level of 20%.
- 66% of respondents plan to adjust wages, while 64% intend to increase efficiency as strategies to address labor challenges.
- 56% of brands report experiencing constrained growth due to labor challenges, compared to 81% in 2023.
“Franchising is an opportunistic growth model that provides important forecasting signals because it cuts across hundreds of economic sectors,” said Darrell Johnson, FRANdata Chairman and CFO. “What franchisor executives are expecting and how they are adapting to change has implications across the entire business economy.”
The survey also explored questions about growth and franchisor-franchisee relationships, as part of IFA’s commitment to promote Responsible Franchising practices.
- 85% of franchisor executives report having a positive or very positive relationship between their company and its franchisees.
- 42% of franchisor executives report unit economics to be the single most important factor impacting franchisor-franchisee relationships.
- 64% of respondents believe expedited state registration options would support their franchise growth objectives.
- 54% of respondents plan to use internal franchise sales team to achieve franchise growth in 2025.
The Franchisor Survey encompasses 171 senior executives from 229 brands across 24 different industries that represent over 96,000 units and represent nearly 20% of all domestic franchised businesses.
About the International Franchise Association
Celebrating over 60 years of excellence, education, and advocacy, the International Franchise Association (IFA) is the world’s oldest and largest organization representing franchising worldwide. IFA works through its government relations and public policy, media relations, and educational programs to protect, enhance and promote franchising and the approximately 830,876 franchise establishments that support nearly 8.8 million direct jobs, $896.9 billion of economic output for the U.S. economy, and almost 3 percent of the Gross Domestic Product (GDP). IFA members include franchise companies in over 300 different business format categories, individual franchisees, and companies that support the industry in marketing, law, technology, and business development.
This article was originally published by International Franchise Association
by UFG | Mar 3, 2025 | News
I’ve always believed in the power of the annual review to motivate and direct the people I lead. Everyone needs to know how they’re progressing toward their goals and whether they’re doing the job that’s expected; even if they have a good inner sense of this, they still need to have their progress confirmed and validated.
However, a lot has changed when it comes to annual reviews, starting with the word “annual.”
THE NEW REVIEW
To be effective, a review can’t happen just once a year. Why should employees wait a whole year to get feedback? At my company, if they’re on the right track, we want employees to know it, so they’ll keep succeeding. And we’re certainly not going to watch them stumble and spring the bad news on them at the end of the year. We’re in business to succeed, not to catch people making mistakes and punish them for it.
Instead, like halftime in a basketball or football game, we gather halfway through the year to evaluate their progress and give them a chance to change the game plan if needed. It’s a one-page summary that’s toned down from the formality of the annual review and just hits the highlights. We are always tweaking and improving what’s on the form and how we go through it with our employees.
Besides being more frequent, the review cannot be a one-sided list of directions from the manager to the employee. It must be a two-way discussion leading to an agreement about the next steps to success. Both sides come in with their opinions and suggestions, and they should be prepared to be flexible and change their list if need be.
CONSTRUCTIVE CRITIQUES
There is nothing off-limits in our reviews, except perhaps giving or taking criticism personally. Any constructive comment or concern is welcome. But the word “review” doesn’t mean “raise” to us, and we make that clear in the beginning.
When the manager reviews the employee’s performance, we believe in taking the “sandwich” approach, building the comments in a layered fashion that begins and ends positively. Start the session with a slice of “bread” that says something positive, like, “You’ve really worked hard this year.” Follow that with the “meat” of the review—a constructive critique of the employee’s progress. Finish with another positive slice of “bread” that offers encouragement, like, “I’m looking forward to seeing you complete that project successfully.”
Be supportive and encouraging, but don’t sugar-coat anything. This is not an ice cream sandwich! At the same time, don’t make it a litany of the employee’s failures and mistakes. You want the employee to leave feeling that success is possible.
If the employee disagrees with anything you say, explain why you feel this way and hear the employee out. Maybe you’re wrong and they are right.
IMPACTFUL FEEDBACK
Some managers approach reviews like they’re just another chore that has to be checked off the list and has no real impact. I initiate two to three reviews a year which have great impacts, getting us on the same page or addressing a needed initiative. The worst review I gave led me to let that employee go after it was clear they weren’t going to do what was required to be successful. It wasn’t easy, but it was a decision that had to be made in the best interests of the company and the employee.
When review time rolls around, there should be no surprises. A good manager shares input and encourages feedback daily, rather than waiting until the official company review time once or twice a year. Keep it positive and look for ways to help your employee do their job better. If your employee wins, your company wins.
This article was originally published by Fast Company & Inc
by UFG | Mar 3, 2025 | News
It’s encouraging to see the growth of coworking as a choice for employers and their teams, but the increasing number of coworking spaces and the broader shift toward remote work and hybrid models have made attracting and retaining members even more competitive. With so many options to choose from, it’s no longer enough to offer a comfortable space; the space must resonate with people’s values, needs and work styles.
In 2025, the key to a successful coworking business will be differentiation – offering a distinctive experience that aligns with members’ personal and professional goals. Price and a functional workspace may get new members to sign, but they’re more likely to stay in a community-driven environment with regular networking events, mentorship programs, and opportunities for them to showcase their work. If members don’t feel a connection to the space or the community, they’re more likely to leave.
It’s not just the operator who creates this environment. You can offer all the networking events and “lunch and learn” workshops you want, but if they don’t offer value to a members’ businesses, only a few will attend, and you’ll be doing little more than throwing parties. An ideal coworking member is one who is engaged with the community, supports its culture and appreciates the flexibility that coworking offers.
I highly recommend hosting events that align with both personal and professional growth—think workshops on skills development, mindfulness sessions, or happy hours. These events work because they foster relationships and allow members to connect on a deeper level. When people feel like they belong, they are far more likely to stay and contribute to the community, creating a positive cycle of engagement.
Ensuring the space is always clean, well-maintained, and equipped with the tools members need to succeed also plays a critical role in retention, as does listening to member feedback and constantly adapting to their needs.
Attracting New Members
Once you’ve created this community, invite others to experience it and consider joining:
- Experience Days: Often, the real value is getting someone in to see the space in person. On these days, potential members can come in and immerse themselves in the space for an entire day — no obligation, just a chance to see what it’s like. These “trial” experiences can be combined with networking events, workshops, hosted business pitch competitions, or just a casual day of working alongside current members.
- Partnerships: Partner with local businesses or trade organizations to offer exclusive deals or discounts to members, which enhances the value of joining the community. These creative arrangements can also lead to direct member referrals from new sources that typically convert at a higher rate.
- Inside and Outside Marketing: Members who are proactive in networking and sharing their experiences can become invaluable in attracting others through word-of-mouth referrals – always the best form of recommendation, because it creates trust and credibility. But don’t rely solely on members to promote you. Word-of-mouth referral programs should be combined with a strong online presence through targeted ads and SEO strategies. At Vast Coworking Group, we’ve seen an increase in sign-ups after hosting local networking events that members then promote within their circles.
Be sure your campaign is authentic, targeted and consistent. Social media is a great way to showcase the unique aspects of your space; so is influencer marketing, if you use personalities whose audience aligns with your target demographic. We focus on creating high-quality content that speaks to the needs of our community and uses member storytelling to create a sense of belonging.
- Referral Incentives: Turn your existing community into a sales force by rewarding them for bringing in new members. Discounts on membership fees, access to exclusive events or workshops, or even a cash bonus can be effective. The best incentives are “two-wayed”: They give both the referring member and new prospective member a discount. But they need to be carefully managed so as to not lower the perceived value of your offer.
You must also ensure the experience is seamless and that members see tangible benefits. After the trial ends, it’s important to engage members immediately — ensure they feel integrated into the community and offer flexible membership options that make the transition easier. Periodically offering trials can help boost membership, but it should always be on a limited-time basis to maintain exclusivity.
Prepare to Specialize
In 2025, I think we will continue to see an influx of new spaces, operators, and targeted audience concepts, and the competition is likely to include larger landlords turning to coworking as a solution to their dwindling supply of long-term tenants. With this in mind, we may see a continued shift from smaller operators toward creating highly specialized coworking spaces that cater to specific industries, markets, and needs.
From spaces tailored to tech startups, artists, to wellness-focused coworking hubs, we’ll likely see more niche spaces emerge. As the demand for flexibility continues to grow, people will want environments tailored to their specific needs. Expect coworking spaces to lean towards their strengths with even more personalized experiences, with flexible pricing, unique design, and more opportunities for collaboration across industries.
These developments will help to make our industry even more exciting. Coworking is becoming so much more than just a place to work — it’s a hub for growth and a network for collaboration. Operators need to think beyond just providing space and consider the holistic experience they’re offering their members. It’s this kind of approach that will truly magnetize and retain the best members in 2025 and beyond.
This article was originally published by Coworking Insights
