Case Studies – Water Babies
From Kitchen Table to International Brand
Water Babies is the (now well known) name of that franchise and this is part of their story…
Video Series: The Water Babies Story – From Kitchen Table Start-Up to Global Franchise Success
Water Babies Business
I’m Paul Thompson, Co-founder of Water Babies.
We are a baby swimming company.
We teach children from zero to four years of age, but our specialty is under one, our youngest ever client being 2 days old.
Franchising Discovered
When we first come across The Franchising Centre it was very early on in our growth story, so it was actually back in 2003. We started in 2002 and franchising, for us, embryonically began six months later, towards the end of 2002. We did it off our own backs a little bit. Almost embarrassed to say, we sort of made up our own franchising processes with basic research.
When we launched our two first trial franchises, really, in a little bit of a Heath Robinson kind of way, they both took off. They exploded instantly, and at that point, we realised not that we’ve got an amazing business, but actually we’re now responsible for two families. My intention was to try and get some help, to try and find some professional advice. I realised that we needed to do that.
That’s when I bumped into Bill Pegram from The Franchising Centre. What struck me about Bill was the honesty of his approach, apart from the professionalism, but the honesty of his approach.
We spoke to many consultants and almost all of them said, “Yes, you can franchise,” but Bill said, “Actually, I don’t know if you can franchise. You’re very, very new. You’ve been approached to be franchisors really, really quickly. Yes, you’ve set up a couple of pilots, but it’s all very new. It’s all very fast. You haven’t really settled down and established yourself as a proper entity.”
So he was much more questioning about it and, actually, that appealed to me because we do business very, very professionally and we’re very honest, and that was that approach.
Actually, what he said to me was, “I will see if I think you are suitable for being a franchisor,” so he had my attention straight away. Bill’s approach was entirely professional.
I learned huge amounts about becoming a franchisor from Bill. To be perfectly frank, we wouldn’t be here without that initial relationship with Bill. It’s as simple as that.
International Expansion
Water Babies is expanding internationally. We’re already in Ireland and that’s been really successful for us, and that spurred us on to go further afield.
We approached The Franchising Centre to help us to do that. You absolutely have to have professional advice. If you think you can do it on your own, I really would urge you to think again. You will get it so badly wrong. I really believe that. So do get proper professional advice.
There are things that you would not even begun to have thought about, that you will the benefit of that advice. Obviously, we have used the international arm of The Franchising Centre, and in working Farrah Rose, who has helped us and guided us through that process, and they have been amazing.
I can’t use another word, absolutely amazing.
The Franchising Centre has a network of franchise consultants
The other great thing that The Franchising Centre does when helping you enter another country is making sure you receive the right professional advice in that market.They have a network of experienced franchise consultants across the countries you may be interested in expanding into, and they work closely with you to help ensure your success. The support structure they provide, combined with their depth of experience and understanding of franchising, is absolutely vital if you’re going to succeed.
I think it’s very easy when you run your own business to become tunnel visioned and assume that the way you’re doing things is the only way. That’s certainly not how we operate at Water Babies. One of the biggest benefits of working with The Franchising Centre has been gaining an external perspective on our processes, systems and overall franchise operation. They challenge us to question whether what we’re doing is still fit for purpose and where improvements can be made.
That ongoing review process has become an integral part of how we operate. It helps us identify where we’re performing strongly, where there are opportunities to improve, and how we can continue evolving to be the best we can be.
Having experienced franchise professionals ask the right questions and provide objective feedback is incredibly valuable.
What started as a way of reviewing and strengthening our own franchisor systems has also influenced how we support our franchisees. We have something called a Watermark, which is the name we give our franchisee business review process.
Every Water Babies franchisee receives a formal review after their first year in business, followed by further reviews every two years.
Over time, we’ve enhanced that process by incorporating more detailed operational reviews and benchmarking. This allows us to take an even deeper look at how our franchisees are performing, identify opportunities for growth, and ensure consistent standards across the network.
It’s become an important part of helping franchisees succeed and is something we’re increasingly introducing throughout our wider network, including internationally.
We’ve built a strong, long-term relationship with The Franchising Centre
We first started working with The Franchising Centre within a year of launching Water Babies in 2002, and that relationship has never stopped.
They helped us establish our first franchise operation in the UK, supported our expansion into Ireland as our first international market, and continue to work closely with us as we expand further around the world.
Throughout our journey, they’ve provided strategic guidance, challenge, support and expertise at every stage of our development.
It’s been a constant relationship, and I believe it will continue for as long as Water Babies is around.
We’ve built a very strong and successful partnership with The Franchising Centre.
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