FactfileFranchised since: 2005 in the UK, 1995 in the USA
Number of franchisees: 160 in the UK; around 1, 000 globally, in 17 countries
Typical startup cost: Around 100k, including working capital
Growth last year: 29 per cent (1) What’s the history of Home Instead? There is a strong family feel to the business. It was founded in the USA in 1994 by husband and wife Paul and LorI Hogan after they struggled to find good care to support Paul’s grandmother in her own home. The company began franchising in 1995 and, within three years, had become one of the fastest-growing franchises in America. In 2005, my wife Sam and I bought the UK franchise following a similar experience to Paul and Lori. Frustrated at the lack of quality home care for my own grandfather, I came across Home Instead and realised that this was the high-quality service we had been looking for, and something the UK desperately needed. The UK is now one of top-performing territories within Home Instead Senior Care globally. (2) What’s the size of the care sector market and its trends, and why is it a strong area to consider for prospective franchisees? There is a massive and growing need for high quality home care in the UK, with the market currently valued at around 6bn. Demographic changes mean that the number of older people is increasing dramatically; there are now more over-60s in the UK than there are under-18s and nearly a million people are living with dementia. Family members arent always close by or have other commitments that limit the support they can give. For prospective franchisees, the home care sector should have strong appeal because demand is only going to increase. Not only are there potential financial rewards but as importantly, it’s an opportunity to make a positive difference to people’s lives. (3) What’s your standing in the marketplace? I am very proud to say that Home Instead Senior Care enjoys an unrivalled reputation in the UK market. For nine consecutive quarters, we have been rated the UK’s number one home care provider by independent body LaingBuisson, who rank providers based on their compliance with Care Quality Commission standards. I have been voted one of the top ten most influential people in social care, which is very humbling, and I am a non-executive director of the United Kingdom Home Care Association (UKHCA). Together with our US founder Paul Hogan, who is vice chairman of the World Economic Forum Global Agenda Council on Ageing, I work hard to influence the agenda on ageing and care. As importantly, Home Instead Senior Care is recognised as a leading example of best practice in franchising not just within the care sector but across all franchising. For four years running, the business has achieved a five-star rating in the independent Smith & Henderson survey of franchisee satisfaction. We are the only franchise business to achieve this year-on-year top ranking. We have won over 18 major awards within the care and franchising sectors. I am a board member of the British Franchise Association. (4) With care being one of the fastest-growing sectors in franchising in recent years, why is the business model so well-suited to franchising? Do franchisees require a background in care? it’s a common misperception that you need to have a background in care to run a care franchise. For us, it’s more important that franchisees have good management and people skills and the confidence to be the public face of the organisation within their local community, as networking is a key part of our business model. With our support, franchisees recruit a care manager and a team who handle the care delivery through passionate and engaged caregivers. Our business model works excellently as a franchise because we have a very strong culture, ethos and standards which support consistent service quality.