Posted:13-January-2021

Becoming a Franchisor

Winning a case for constructive dismissal against her previous employers had resulted in a lump sum of money, and she wanted to use it to create a future where she could be more in control.  Seven years later, Judy, 41, has the life she yearned for.  Now the mother of two children, Josie, seven, and Greg, four, Judy runs her own landscape gardening company Scenic Blue, which has risen from a business of three people to a successful outfit with 18 franchise operations across the UK.

Swapping a notepad for a shovel was not, Judy freely admits, the motivation for Scenic Blue.  She simply spotted a great business opportunity.  “There was a gap in the market and we filled it,” she says.  The timing was perfect, with gardening shows just beginning to acquire kudos on British television.  “We had a feeling this was going to work,” she explains.

Judy, whose father was a pig farmer, was instilled with a strong work ethic t a young age.  Employed from her teenage years, Judy undertook restaurant work, grape picking, and even a stint as a petrol-pump attendant.  A degree in agriculture followed, and on graduating she briefly ran her own market stall with friends before being recruited as Group Secretary for the National Farmers’ Union, where she advised local farmers and rural businesses.

It was after leaving the NFU with some free time and financial compensation that Judy pioneered Scenic Blue.  Her husband, Ted, had a construction background and had been raised on a farm, so was able to supply much of the technical expertise and gardening knowledge required.  A former colleague from the NFU, Ray Thwaites, joined on the business side.

As with all franchises, Scenic Blue had to exist as a pilot operation initially to assess its viability.  The four years before it became a franchise company were tough.  Forced to take a second job, Judy spent her days working full-time in the business, and evenings as a secretary.  This, coupled with a bank loan, enabled Scenic Blue to stay afloat in its infancy.

Once confident that the business could succeed, they sold their first franchise in 1998.  In the last three years Scenic Blue has sold 21 franchises.  Of those, three franchises did not make it, but Judy is pragmatic about these setbacks: “We’ve learnt from our experiences.”

Judy recognises that many franchisees come to Scenic Blue after an epiphany in their professional lives.  “They want to be a Charlie Dimmock or Alan Titchmarsh – get out of the suit and do something different.”  Judy stresses the qualities sought out by Scenic Blue: “ethical entrepreneurs with project management and people skills, rather than qualified landscape gardeners.”

Franchisees are supported by experienced landscape staff and undergo a comprehensive training programme, which has been accredited by the British Association of Landscape Industries (BALI) and was co-developed by Hadlow College’s horticultural department.

Judy is proud of the family she has created at Scenic Blue.  “We allow people to achieve their own potential, but in a supportive framework,” she says.  She also stresses the importance of being able to empathise with her franchisees:  “we can advise our franchise owners truthfully, as we’ve been through it ourselves.”

Last year Scenic Blue recorded a profit for the first time as a franchised concern, with a reported turnover of £1 million.  The next step is establishing a national network, with Judy setting the business a target of 50 franchises.  “We have a lot of hard work to do yet,” she notes.  Hard work is something Judy is well versed in.  Looking back to her youth, she says, “it made me realise that I could do anything.”

Inspiration Finding myself unemployed, and the desire to be my own boss

Touchest challenge The financial struggles

Greatest rewards Personally, my children are my greatest reward.  We’re only halfway there in the business sense

Biggest surprise The bonds I’ve formed with the franchise owners

Biggest change Going from a £50,000+ job to surviving on virtually nothing for years

What would I do differently? Nothing

Greatest supporters My family, employees, fellow directors and the press

Secret of my success Not accepting “no” as an answer, and realising that my choices won’t always make me popular

You can contact Scenic Blue on 0800 783 3428, or visit www.scenicblue.co.uk