EweMove

Assess: 18/20. EweMove has published evidence of profitable franchisee operations, a defined owner profile and continuity beyond its founders. Public earnings and cost information remains selective and unevenly dated.

• A1, proven and profitable core model: Yes, 5/5. The FranchiseInfo profile reports achieved turnover and net margins for owner-operated, associate-supported and multi-territory businesses. It identifies the first two as averages of the top three performers and the last as a top performer. These support profitable application of the model, while providing no basis to present those results as typical for all owners or independently audited.

• A2, operates for 30 days without daily founder involvement: Yes, 5/5. The documented 2016 acquisition from the founders and subsequent professional management establish sustained organisational continuity. Current parent-company reporting confirms the brand remains supported within The Property Franchise Group. This supports independence from the original founders' daily work, rather than merely assuming that a large network must be independent.

• A3, ideal franchisee understood: Yes, 3/3. The recruitment proposition specifies commitment, helping people, community involvement and sufficient funding for the early trading period. It distinguishes owner operation from building a team and expanding territories. Prior estate agency experience is optional, while commercial responsibility and customer service are central.

• A4, realistic franchisee earning model: Partially, 2/4. Published examples separate turnover from net margin and show that business structure affects returns. Business planning and early cash requirements are also described. However, the examples favour high performers, their accounting periods are not precisely dated, and current fees, owner remuneration and financing are not fully reconciled publicly. An earnings calculator based on property sales is not an achieved net-income statement.

• A5, differentiation: Yes, 3/3. The offer combines local personal service, central administration, technology and a distinctive brand, with sales and lettings income streams. Its service proposition explains how a local agent can remain accessible without the traditional office model. This is more specific than a claim to provide good service.

The commercial connection is between winning instructions, completing transactions, building recurring lettings income and controlling overheads. Selective earnings examples establish possibility rather than a guaranteed owner return.

Build: 16/20. EweMove has structured launch documentation, training, software and continuing support. Public verification is less complete for an end-to-end current operating playbook and one complete resource access point.

• B1, documented operational playbook: Partially, 2.5/5. The official joining process identifies the step-by-step Lambing Plan, while the BFA profile and other material describe implementation resources, scripts and recorded guidance. These evidence documented support. They do not fully establish the current scope and maintenance of a complete operating playbook covering ongoing agency delivery, exceptions and staff responsibilities. This is a public-evidence limitation, not a claim that no internal manual exists.

• B2, structured onboarding and training: Yes, 4/4. Current official material describes New Lamb Training, a guided business setup and support from a Business Performance Coach. Recorded learning and further training continue after launch. Older references to classroom induction were not used to override the official site's current online delivery description.

• B3, documented consistent brand experience: Yes, 4/4. The published EweMove Way, common service proposition, marketing resources and induction define how owners represent the brand and work with customers. Actual local branch pages use a consistent digital structure. This supports a repeatable customer experience without assuming every franchisee performs identically or that older regulatory wording proves current compliance.

• B4, all tools, templates and systems available in one central place: Partially, 1.5/3. Ewereka, learning resources and recorded sessions provide substantial operational infrastructure. Public material also identifies separate community and support channels. A complete current hub containing every required template, guide and system was not independently established. A central property-management platform alone does not prove complete resource centralisation.

• B5, franchisee can launch without constant founder involvement: Yes, 4/4. Recruitment, business preparation, training and performance coaching are delivered by a defined support team. The guided launch process has continued long after the original ownership transition. It does not require the founders personally to prepare each local agency.

The build opportunity is to make the complete operating method and resource ownership clearly demonstrable. Strong software and training still need to connect to maintained instructions for everyday work and unusual customer situations.

Launch: 20/20. EweMove explains the owner proposition, provides several enquiry routes and documents discovery, business planning and supported local launch.

• L1, clear franchise proposition: Yes, 5/5. Applicants are shown a local sales and lettings agency supported by a national brand and central services. The material explains exclusive areas, owner operation and the possibility of adding associates or territories. It makes the nature of the business understandable before a sales conversation.

• L2, messaging targets the right franchisee: Yes, 4/4. The official owner profile emphasises hard work, customer care, community relationships and early financial provision. Recruitment campaigns also distinguish professional career changers, property or sales backgrounds and entrepreneurial applicants. This supports deliberate targeting rather than inviting anyone who likes property to buy a licence.

• L3, clear enquiry journey: Yes, 4/4. The recruitment site signposts an information pack, area-availability enquiry, discovery videos and direct telephone contact. The public pack page explains the next action and information available. Directory enquiry forms provide further access. No form was submitted, and receipt, CRM delivery and subsequent contact were not asserted to have been exercised.

• L4, structured discovery before acceptance: Yes, 4/4. The published sequence covers research, application, personalised business planning and meeting the team to establish mutual fit. It explicitly acknowledges declining unsuitable applicants. Additional recruitment reporting describes introductions to nearby existing franchisees, providing a practical validation step before commitment.

• L5, go-to-market plan for a new franchisee: Yes, 3/3. The Lambing Plan, induction and Business Performance Coach guide business setup and launch. The Lean Green Marketing Machine provides a defined route to generating local seller and landlord opportunities. Customer acquisition is therefore part of launch preparation rather than something left entirely to the new owner after opening.

The intended result is a prepared local agency that can win and serve customers. Launch activity has commercial value when it produces suitable instructions and completed fee income, alongside a manageable cost base.

Grow: 14.5/20. EweMove has stronger public evidence of franchise enquiry generation and channel measurement than a recruitment advert alone. Agreement conversion and current location priorities remain less fully visible.

• G1, regular monthly franchise enquiries: Yes, 5/5. Enjoy Digital's named case study describes a continuing paid-media programme, monthly information-pack conversions and comparisons across successive campaign periods. EweMove's published award profile also reports weekly prospective-owner enquiries. This is direct recruitment-demand evidence, rather than inferring enquiries from branch growth. The reported periods and maximum weekly claim are not a verified current monthly forecast.

• G2, tracks enquiry sources and strongest prospects: Yes, 4/4. The supplier case study compares Meta and Google activity, cost per acquisition, lead volumes and audience profiles aimed at suitable franchise prospects. Named EweMove marketing and recruitment leaders corroborate the work. This supports source measurement and deliberate prospect targeting. It does not establish which channel produces the most completed franchise agreements.

• G3, knows enquiry-to-franchisee conversion: No, 0/4 on public verification. The case study explicitly defines its optimised conversion as an information-pack request. It provides no matching denominator of initial enquiries and numerator of completed franchise agreements. The reported conversion uplift was therefore not treated as a recruitment completion rate. No published current end-to-end rate was found; this does not prove that the business lacks one internally.

• G4, knows the next target locations: Partially, 1.5/3. Exclusive territories, an availability enquiry and assistance with local market research establish a geographic planning structure. Public material also explains adjacent areas and associate routes where a territory is taken. A current prioritised list of the next locations to recruit was not fully verified. Existing branch locations and a broad ambition for national coverage do not establish that priority list.

• G5, recruits without founder driving every conversation: Yes, 4/4. The published process involves a recruitment team, specialist leadership and business-performance support. Enjoy's client testimonial identifies Hannah Redford's franchise recruitment responsibility. Recruitment operates beyond the original founders personally driving every prospect conversation.

The next commercial connection is between measured enquiries and suitable owners who sign, launch and trade viably. Information-pack requests are useful pipeline activity, but their growth alone cannot establish successful franchise expansion.

Amplify: 18/20. EweMove provides local customer-acquisition tools, continuing marketing support and systems for enquiry handling and performance review. Universal maintained local online coverage was not fully reconciled.

• AM1, supports franchisees to generate local customer leads: Yes, 5/5. The Lean Green Marketing Machine provides a defined customer-acquisition programme, backed by central marketing and local implementation. The live consumer site supports online valuations and local-agent discovery. Nurtur's named EweMove testimonial also corroborates out-of-hours chat capture, rather than treating brand awareness as the only acquisition support.

• AM2, every franchisee has a local online presence: Partially, 2/4. The official branch finder lists local contact routes and individual branch pages, with actual examples checked for Abbey Wood and Belvedere and Aberdeen. This verifies a substantial local digital structure. A complete match against every active franchise owner, territory and maintained local-search profile was not established, so examples were not treated as universal coverage.

• AM3, clear local marketing plan after launch: Yes, 4/4. Official support describes regular reviews against a growth plan and continuing lead-generation guidance. Published management commentary explains ongoing campaign development for local use. This connects the marketing programme with continuing owner execution beyond the initial launch period.

• AM4, tracks individual customer enquiries and performance: Yes, 3/3. ThinkAutomation's September 2025 case study describes automated customer lead processing and delivery of valuation reports to customers and agents. Ewereka and performance-coach reviews provide further evidence of operational and commercial oversight. This supports individual enquiry handling and performance review without asserting access to private current dashboards.

• AM5, customer acquisition extends beyond personal networks and referrals: Yes, 4/4. Online valuations, centrally supported campaigns, property marketing and round-the-clock enquiry capture create routes beyond an owner's existing contacts. Referrals remain commercially useful, but they are supported by repeatable acquisition infrastructure rather than being the sole source of customers.

Customer growth must connect with valuation appointments, instructions, transaction completion and recurring management income. Advertising response and enquiry volumes cannot substitute for collected fees, service quality and franchisee contribution.