Home Instead Senior Care specialises in quality homecare and companionship for older people
Home Instead Senior Care’s relationship-led approach to care allows older people to continue living in the comfort and familiarity of their own home for as long as possible.
A Home Instead franchise allows you to launch your own business, but with a proven model and first class training and support, alongside a culture of peer collaboration. It’s an ideal business opportunity for people who recognise the market potential of the ageing population. Choosing a franchise in a market with a promising and assured economic future is good business sense.
The company’s network is made up of local business leaders who have the freedom to be an individual, the confidence of a proven business model and the strength of a UK network with a reputation for innovation and robust support at their back.
Home Instead has a 12-year history in the UK and a tried and tested formula for its franchisees’ success. Today, the 195 office UK network’s turnover stands at £128 million.
That’s testimony to the model’s strength and marks out a franchisor that continues to innovate, so that it can continue to wear the crown as the UK’s leading homecare franchise.
Home Instead Senior Care is officially the most outstanding franchise opportunity in the care sector. When it comes to care quality, it’s ratings from the care regulator the Care Quality Commission that count.
That’s why the company’s thrilled to hold a staggering 34 Outstandings - the highest rating in the CQC’s Ofsted-style system. This is the most Outstanding ratings out of any homecare provider, with top rated franchises from Durham to East Devon.
The Home Instead franchise has proven longevity. Its financially rewarding business model is operated globally in 14 countries and 1,200 franchise offices, generating total revenues of over $1.2 billion.
In 2016 the company was awarded two sets of royal recognition, first the Queen’s Award for Enterprise, a pinnacle of UK business achievement, in recognition of the innovation its model has brought to the care sector.
Later that year Home Instead has awarded the Princess Royal Training Award, which marks out organisations with an exemplar approach to training and skills development programmes.
This year the company was delighted to be awarded The Sunday Times Best Small Companies award and be a finalist for the British Franchise Association Innovation Award.
Home Instead offers an unrivalled level of support to franchisees and its guides and procedures make the process as simple as possible. Support grows and changes as owners’ businesses mature, so they reach their leadership and profit potential.
Life as a new owner starts with a thorough induction and then a comprehensive 180-day programme of tailored support, as well as invaluable peer support from fellow franchisees in the network.
Each franchisee is paired with a business performance manager, who takes responsibility for your ongoing franchise support. Their role is to help keep you aware, informed and on track with your projections. They will coach, guide and advise you along the way - acting as a non-exec and support function.
The care quality and standards teams provide the tools and guidance you’ll need to ensure your office operates to the highest quality standards, in keeping with Home Instead’s brand values and assuring the well-being of your clients.
The fact the ratio of franchise offices to national office employees is 5:1 (an industry leading standard) demonstrates how much resource Home Instead dedicates to franchisee support, whether that’s in IT, marketing, care quality, training, law or accounting - all the functions that will support you and your franchise during its business life cycle.
A Home Instead franchise licence costs £39,500 (plus VAT). Franchisees need a further £55,000-£65,000 in working capital to get them to break even by month 12 to 14. The royalty fee is 6.5 per cent of monthly revenues (plus VAT).
From day one, you will know what financial return you can expect for your investment with Home Instead. Many of the company’s franchises are turning over in excess of £1 million per year, with operating profits of 15-20 per cent.
Martin Jones, UK managing director of the Home Instead network, says: “The calibre of our brand and our return on investment have presented outstanding opportunities for our owners. They have become their own boss and disrupted the care sector under our brand name.”
As Home Instead is a management franchise, experience in the care sector isn’t necessary. The company’s most successful franchisees come from many different sectors, such as finance, retail and hospitality. But they all share the drive to build their business, be a local leader and deliver high quality homecare.
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