Global Franchise 10.3

PRhas the power to shape perception, build credibility, and spark conversations in a way fewother disciplines can. For franchisors, it’s not just about looking good in themedia; it’s about creating trust and supporting the sales process. A steady streamof earned media and authentic storytelling helps potential franchisees connect with the people behind the brand, not just the promise of a businessmodel.That depth of connection matters when someone is weighing up how to invest their time, money, and future. The brands that do PRwell understand that it’s a long game.They invest in it consistently and see it as a strategic pillar that builds visibility and reputation over time. These clients treat us as an extension of their internal team, bringing us into planning conversations, valuing our input, and aligning PRwithwider commercial goals. Crucially, they share the good stuff as facts alonewon’t move the needle – people do.They trust us with stories that are real, human, and sometimes unpolished to create narratives that resonate, because audiences today are sharp.Theywant real people doing real things, not slogans and stock photos. PR becomes especially important when a franchise is expanding into a newmarket and should be factored in fromday one. Strategic communications help brands landwell, introducing them in a tone and context that feels right for the local audience.That might mean tweaking positioning, tapping into local stories, or rethinking howvalue is framed. Where brands often stumble is assuming what worked in onemarket will automatically work in another. Everymarket has its own cultural, economic, andmedia nuances. If themessage doesn’t reflect that, it won’t cut through. Franchisors need to understand the new landscape, shape localized stories, and ensure PR is working in sync with development goals. At its core, storytelling in franchising is about people. Audiences respond to authenticity, be it the franchiseewho found newpurpose, the brand that solved a real problem, the trainer who changed someone’s Lucy Archer , co-founder of specialist UK franchise PR agency Rev PR, on why public relations is too often misunderstood or underused in franchising. What it takes to build an award-winning brand Withmore than 50 franchise locations across the U.K., Heavenly Desserts has proved that dessert can be themain event. We’ve never been interested in simply following the category. Our focus has always been on pushing it forward, combining creativity with consistency and refusing to compromise on quality as we scale. We made our international debut in Mississauga, Canada, in November 2022. Since then, we’ve secured master franchise agreements in markets including Pakistan, India, and Germany. As we look across Europe, our ambition is clear: to open 20 restaurants per year with the right partners, in the right markets, without losing what made the brand work in the first place. Growth, for us, is not about speed alone — it’s about control, alignment, and longevity. Behind this momentum sits a leadership approach rooted firmly in vision. In 2008, my co-founders and I were exiting our previous F&B business and searching for the next idea. We were coming out of recession, social media had yet to transform consumer behavior, and the QSR landscape looked very different from today. At the time, consumers typically ate all three courses in one establishment, yet dessert menus were often an afterthought. Heavenly Desserts was born from a clear market gap: joyful, experiential, full-service restaurants where desserts took center stage. In the early days, demand didn’t come automatically — we had to reinforce that message relentlessly, at every opportunity. That discipline is what transforms an idea into an award-winning brand. Expanding Heavenly Desserts into North America, Europe, and Asia follows the same principle. The U.K.’s dessert culture didn’t grow by accident; it grew because we consistently reinforced what we stood for. International success depends on partners who are willing to do the same, market after market. Vision, however, only works when it’s carried by people who believe in it. People are the most powerful part of any organization. At Heavenly Desserts, we give individuals autonomy within their roles, empowering them to make decisions inside a clearly defined mission. That balance between freedom and framework allows teams to take ownership, develop faster, and move the business forward with confidence. When recruiting, skills and experience matter, but attitude matters just as much. People need to align with your values and fit your culture for a team to truly perform at its best. That alignment becomes even more critical as you scale across borders and cultures. The F&B landscape is constantly evolving, Yousif Aslam , Co-Founder and Managing Director of Heavenly Desserts U.K., explains how clear vision, strong leadership, and people-first execution are building an award-winning brand at scale. PR ISN’T JUST PUBLICITY. IT’S FRANCHISE STRATEGY 58 GLOBAL FRANCHISE Issue 10.3