Just Shutters

Assess: 20/20. Just Shutters provides specific published franchisee profit representations, a defined owner profile and an established service model supported by a wider team. Full credit recognises the framework foundations, without certifying typical current earnings or independently auditing the figures.

• A1, proven and profitable core model: Yes, 5/5. The opportunity page states that existing owners achieved first-year sales of £136,000 to £412,000 and net profits of £21,000 to £66,000, derived from current and past franchisee performance. This is more specific than a turnover-only ambition. The sample, accounting periods and precise profit adjustments are not disclosed, so the figures remain attributed franchisor representations rather than verified accounts.

• A2, operates without daily founder involvement: Yes, 5/5. The current team page identifies franchise growth and support, commercial management, marketing, business support and appointment-setting responsibilities beyond founder Chris Rocker. Local owners deliver customer work. This structure supports the 30-day founder-independence principle for the operating model. No specific absence exercise was inspected, and it should not be interpreted as evidence that a new local owner can be absent without arrangements.

• A3, understands its ideal franchisee: Yes, 3/3. The official franchisee-focus article identifies self-motivation, customer service, communication and a practical approach. Prior shutter experience is unnecessary because training is provided. These characteristics connect directly with surveying homes, discussing customer needs and fitting products. Applicants should assess their readiness for those responsibilities as well as their desire for greater control over their working life.

• A4, owners can realistically make money following the model: Yes, 4/4. The achieved-profit representations support a credible owner earnings route. The package page separately labels its third-year figures as potential profit before tax, helping distinguish modelled outcomes from selected achieved results. Full credit does not establish that every territory reaches those levels. Owner capacity, local demand, overheads and the chosen operating structure still affect the result.

• A5, meaningful differentiation: Yes, 3/3. The customer proposition combines made-to-measure products, home design advice, fitting and a published lifetime guarantee. These are tangible features of the buying experience. The score does not assume the guarantee is unconditional or independently substantiate the claim to be the largest specialist. Comparable competitors can exist while this remains a clear customer offer.

The foundation is strong. Keeping performance definitions and cost assumptions consistent across channels would make the investment evaluation more dependable.

Build: 18.5/20. Just Shutters publicly identifies a maintained operating manual, structured induction and practical central support. The narrower question of accessing every required tool through one central location is only partly established.

• B1, documented operational playbook: Yes, 5/5. The official franchisee-focus article explicitly names The Hub as an online operations manual with continuing resources and updates. This establishes documented methods beyond informal advice. Private contents and revision history were not inspected, so full credit concerns the published existence and maintenance of the operating framework rather than an audit of every procedure.

• B2, structured onboarding and training: Yes, 4/4. The recruitment homepage specifies a ten-day induction within a guided launch programme. Other official material describes product, installation, design, customer service, sales and CRM preparation. This connects practical delivery with managing the customer journey. Full credit does not establish completion or competence for every participant, which would require individual records.

• B3, documented consistent brand: Yes, 4/4. The openly available agreement sets out approved stationery and vehicle branding requirements linked to the manual. These are written standards supporting recognisable presentation. The customer-acquisition article also describes centrally designed materials. The score recognises a documented approach without claiming that every local asset was inspected or that the published agreement is identical to every executed contract.

• B4, all required tools in one central place: Partially, 1.5/3. The BFA campaign identifies The Hub and resources, while integrated business systems support the operating model. Together these provide meaningful infrastructure. The public descriptions do not establish that every system, template and required resource is accessed through one complete central route. An online manual is valuable, but does not automatically prove that broader requirement.

• B5, launch without constant founder involvement: Yes, 4/4. The BFA profile describes academy training, ongoing mentoring, business development and central call handling and appointment setting. Find My Franchise also identifies integrated systems and administrative help. This supports an opening process backed by specialist functions rather than constant personal founder availability. Owner preparation and local execution remain necessary.

The practical gain would be to show how the manual, systems, tools and support contacts fit together for a new owner. That could reduce searching and avoidable uncertainty while building on the assets already described.

Launch: 20/20. Just Shutters explains its business model, differentiates ownership options and publishes a mutual discovery process. The full score concerns the public structure of recruitment, without establishing the volume or commercial effectiveness of applications generated.

• L1, clear franchise proposition: Yes, 5/5. The opportunity page explains a home-and-van business selling and fitting shutters, with territory rights, central support and an investment starting point. This connects the offer to recognisable work and customer demand. Applicants still need the full current cost schedule; a clear initial payment does not identify every setup expense or the working capital needed before trading stabilises.

• L2, message suited to prospective owners: Yes, 4/4. Four packages distinguish entry-level ownership, a larger area and options involving greater team management. The descriptions help applicants consider investment, territory and the scale of involvement. The page contains slightly different descriptions of the large-territory staffing arrangement, so the intended setup needs confirming during discovery rather than assuming all packages involve identical work.

• L3, clear enquiry journey: Yes, 4/4. The contact page offers an information request, telephone and WhatsApp routes, plus a call with Nick to arrange a Discovery Day. The form asks for contact details, postcode and area of interest. These are understandable next steps for a prospective owner. No form or booking was submitted, so response times and subsequent follow-up were not tested.

• L4, structured discovery before acceptance: Yes, 4/4. The official FAQ describes a selective initial telephone conversation, a face-to-face meeting covering expectations and financial information, followed by a more formal review and possible offer. It also welcomes conversations with existing owners. This establishes evaluation before acceptance, rather than enquiry followed immediately by payment. Individual application files and approval decisions were not inspected.

• L5, ownership opportunity go-to-market: Yes, 3/3. The October 2026 exhibition report describes the team meeting prospective owners and discussing the opportunity, while the public LinkedIn page carries ownership calls to action. These demonstrate targeted recruitment beyond customer marketing. Exhibition conversations and social activity cannot by themselves establish qualified monthly enquiry totals or the number of agreements attributable to either channel.

The recruitment journey is coherent. Consistent financial wording and clear package responsibilities would make it easier for applicants to compare the offer with their own circumstances.

Grow: 11.5/20. Just Shutters provides direct evidence of delegated recruitment, specific territory opportunities and some stage conversion. Public evidence does not establish a complete monthly ownership-enquiry record with source quality and enquiry-to-agreement outcomes.

• G1, monthly franchise ownership enquiries: Partially, 2.5/5. The October 2026 exhibition report describes conversations with prospective owners, alongside continuing public recruitment routes. This demonstrates actual ownership interest rather than customer demand alone. Monthly totals, trends and the consistency of suitable applications are not disclosed. Partial credit recognises visible acquisition activity without converting event attendance or social engagement into invented enquiry figures.

• G2, enquiry sources and strongest prospects: No, 0/4. The business-site privacy policy describes website referrer analytics, but this does not verify source capture against identifiable ownership enquiries or analysis of which sources produce suitable owners. The visible recruitment form has no explicit referral-source question. Such tracking could exist through hidden fields or internal records; zero concerns the evidence available, not a conclusion that internal attribution is absent.

• G3, enquiry-to-agreement conversion: Partially, 2/4. The FAQ states that over half of people met face-to-face became franchisees over the preceding year, while acknowledging that the initial-enquiry percentage is difficult to state. This is relevant stage conversion. It does not provide the requested all-enquiry denominator, a fixed reporting year, cohort counts or signed-agreement reconciliation. It was therefore not presented as a complete recruitment conversion rate.

• G4, next locations identified: Yes, 3/3. The official resale page names Bristol and Kent, while the availability page describes defined territories and an area-checking route. These provide specific ownership opportunities beyond a general national invitation. Resales and newly allocated areas have different commercial circumstances. Availability and the present terms need confirming directly before an applicant relies on a listing.

• G5, recruitment delegated beyond the founder: Yes, 4/4. The contact page explicitly directs prospective owners to Nick for a telephone meeting and Discovery Day. The exhibition report also shows the commercial team participating in recruitment activity. This directly evidences owner-facing responsibilities beyond the founder, without assuming that final acceptance decisions require no senior involvement.

The useful next step is to join existing recruitment activity into one consistent record of source, suitability, stage, territory, next action and agreement outcome. That would reveal where growth is constrained and which activity deserves more investment.

Amplify: 20/20. Just Shutters publishes a connected customer-acquisition and support structure, with local online presence, continuing marketing planning and individual business reporting requirements. Full credit recognises those provisions and described processes, without certifying their execution or results for every owner.

• AM1, helps owners generate local customer enquiries: Yes, 5/5. The opportunity page states that central activity generates 75% of leads, and the official franchisee-focus article describes collecting and checking enquiries, setting appointments and managing owner calendars. This is direct help with customer acquisition and handling. The percentage is a franchisor claim without a disclosed sample or measurement period; it is not a guaranteed allocation to each territory.

• AM2, every owner has a local online presence: Yes, 4/4. The BFA profile explicitly includes dedicated local website pages in the owner support package. The observed Surrey page identifies its local owners, telephone number and visit request routes. This supports systematic provision rather than relying on a national homepage alone. Every individual page was not audited for current ownership, search performance or conversion.

• AM3, ongoing local marketing plan: Yes, 4/4. The published agreement defines an annual business plan incorporating marketing and financial targets, with a requirement to agree the next year's plan before the anniversary. That directly supports continuing owner-level planning beyond launch resources. It is evidence of the stated framework, not proof that every current plan was inspected or every agreed action completed.

• AM4, individual customer enquiries and performance tracked: Yes, 3/3. Surrey's customer forms request discovery source, central support handles leads and appointments, and the published agreement requires individual monthly financial information and current software records accessible to the franchisor. Together these support enquiry and owner-performance monitoring. Full credit does not claim a particular dashboard, comprehensive attribution accuracy or an audit of private records.

• AM5, acquisition beyond personal networks and referrals: Yes, 4/4. The customer-acquisition article describes print, paid digital activity, social media and search optimisation. These provide routes to people outside an owner's existing relationships. Recommendations remain useful, but the published approach is broader. The score concerns available channels, not a finding that visibility automatically produces profitable orders.

The commercial connection is between suitable demand, booked visits, completed installations and owner returns. Reviewing those stages together helps prevent a growing appointment diary from concealing weak conversion or delivery capacity.