We will give you everything you need!

We will present a ready-made business idea, know-how and introduce Bubble Tea to the world
We will train your employees
We will build your “A to Z” point and equip it with all necessary machines
We will help you fill out the application for sanitary acceptance
We will provide marketing support


The franchisee only needs to

Finding a convenient location
Conduct of business activities
Purchase of a fiscal cash register
Signature of the contract for the payment terminal
Employment of workers
Arrival at point 4 hours before opening to sign the acceptance report

Our locations
Crazy Bubble Franchise
Crazy Bubble Partner
Are you interested? Call me!

+48 787 928 459

Known brand, training, assistance in opening the premises, chances to develop yourself and your business. The franchise option is a good solution for people taking their first steps in their own business, as well as those who successfully run their own companies.

The right location, the right assortment and committed employees – all this under the watchful eye of the owner. This is how the success factors of a franchise can be described in brief.

In the case of low-cost franchise concepts, the return is much faster. Of course, we cannot give franchisees a 100% guarantee of success because it is not only up to us. The commitment of the franchisee is one of the main factors for business success.

Companies are established in order to earn a lot, preferably a lot. The owners want to achieve the highest possible profits. Achieving profits requires, however, perceiving the business in a broader perspective.

The franchisor helps in the choice of location, prepares a simulation of investment costs, estimates the rate of return, conducts training, guarantees marketing support. At the beginning, the franchisee undergoes both theoretical and practical trainings, which help him/her to get to know the specificity of the business, secrets of production and recipes, operation of equipment.

Searching for a location is the biggest challenge. The return is much faster at the moment of choosing a good location, so it is worth spending more time on searching, analyzing and making a final decision.

The franchisor helps to prepare a place ready to work, accepted by the sanitarium. He presents equipment suppliers, helps in choosing the best offers.

Licence fees are one of the basic elements of franchising. Their selection and amount is an expression of the franchiser’s policy towards the franchisees, but also of the strength of its brand and the value of know-how it shares with its partners. The pace of development of the network and profitability of both the franchising outlets and the franchisor itself depends on them. When planning development through franchising, the issue of fees should be given special attention.

There are three types of fees in the franchise concept market: initial, ongoing and marketing fees. The first one should theoretically cover the franchisor’s costs related to the creation and sale of the franchise package. In other words, it is the remuneration of the brand owner for the work he put in to prepare the concept and make it available to his partners. In some networks, it takes the form of a single quota fee.

For entrepreneurs looking for a franchise, the amounts that will regularly burden their budget are no less important than the initial fee. The current fees in question usually take one of two forms – fixed, predetermined amounts or payments depending on the turnover achieved by the franchisee.

However, the franchise market is dominated by fees calculated as a percentage of the franchisee’s quoted revenue. This design makes the brand owner’s earnings depend on how his partners are doing (and this also motivates the franchisor to support them).

In addition to the current fee, many franchisers also charge a contribution to the marketing fund. The funds raised in this way are used for central advertising and promotion of the network. The amount of fees is determined by two types of factors – business and financial. The former include brand recognition, franchiser’s experience and the scope of support it provides to licensees.
As a rule, franchisees pay more for a known brand. The reputation of the brand mainly influences the initial and marketing fee, and to a slightly lesser extent the current fees.

The most important financial factor that influences the fees is the amount of profits that the franchise can bring in the future. The franchisee’s business must be profitable enough to be able to charge the fees provided for at all.

The transparency of the proposed fee system is very important. If a company decides to introduce fees, it should clearly explain to the candidate what costs are involved and what they will be used for. The franchisee should be aware that the costs he or she brings will translate into his or her profits. Crazy Bubble has no initial fees and the franchise fee is fixed and amounts to 500 PLN net. This is the amount allocated for marketing activities.

The money is needed by the franchisee not only to buy a license, goods or renovate and equip the premises, but also to provide financial security during the first months of operation, when the company is just getting its first customers. Franchisers resort to various tricks in order to reduce the burden of expenses on their partners’ side. Naturally, they have their own interest in this, because lower entry barriers mean faster growth of units in their network.

Opening your own Crazy Bubble franchise point is a net cost of 35,000 PLN. The amount depends on current prices of equipment, stand construction or premises. And the location. Crazy Bubble, in order to meet its customers, also offers partnership cooperation. If you have your own functioning business, the cooperation starts from 999 PLN net.

Personnel is a very difficult aspect when starting up franchise points. It is becoming more and more difficult for people who are not even as experienced as they are willing to learn and cooperate. As a rule, we do not interfere in recruitment, however, we give our franchisees guidelines which they should follow when recruiting staff. We have a psychological profile of the employee who is the most suitable for our industry. The work ethos is very important to us, we make sure that we treat our employees seriously and with respect, to appreciate those who are good.

The new generation at the beginning of their career rarely attaches itself to one place of employment. Nevertheless, among young people there are those who are immediately engaged in work and are loyal to their employers. There is no single ready-made recipe for hiring a good worker. However, the most important criterion in the candidate’s assessment is their attitude towards the client, communication skills, personal culture and activity. Openness to others also guarantees good atmosphere in the team, which is one of the most important elements in this business. When it comes to people with managerial positions, apart from the features mentioned above, managers must demonstrate the ability to organize work well and to lead and motivate the team. Shift managers are usually selected from among the best people in the team, which makes it easier to avoid an incorrect choice. Internal recruitment gives employees a chance for development and promotion, and for the employer a choice of proven and committed people.

Our franchisees receive detailed guidelines which they should follow when selecting employees. Ultimately, together, during training, we decide with whom to cooperate.

As a franchisor, we are at the disposal of the franchisee during the entire contract period, who can always ask us for advice and assistance. We train the employees of our franchisees as well as carry out quality control checks on their work.
Our franchisee can count on all forms of advice in this respect. We are a professional team, which serves its knowledge, qualifications and experience.

The prohibition of competition is a key provision in the franchise agreement for many franchisers. In this way they protect themselves against unfair competition and copying their business. Upon signing the franchise agreement, the franchisor undertakes to
You will be able to transfer all your expertise and experience to the franchisee and help build a business that will give the partner a chance to earn a decent income. The franchisee doesn’t even need to know about the industry he or she decides to invest in: the licensor will provide him or her with training, show him or her how to open and run the franchise point… In order to gain this knowledge, develop procedures, proven business models, the franchiser has been working for many years
He had to learn, often from his own (often expensive and painful) mistakes. Now he puts this know-how in foreign hands. No wonder that he wants to protect himself in case a dishonest franchisee wants to copy the business and take over the customers on the basis of the information gained. This is what the non-competition provisions in franchise agreements are for.

The issue of non-competition is regulated by the Regulation of the Council of Ministers of 30 March 2011 (as amended) on the exemption of certain types of vertical agreements from the prohibition of restrictive agreements. This prohibition obliges the franchisee not to engage in commercial or service activities similar to those he carries out under the franchise system. It means that the franchisee may not conduct a competitive activity directly (e.g. by setting up a business on his own), but may not even indirectly associate himself with another competitive company, e.g. by acquiring shares or stocks of entrepreneurs who are competitors of the franchiser. Breaking the ban on competition is a cardinal breach of the franchise agreement and an uncalled for reason to terminate it.

The non-competition ban covers the entire duration of the franchise agreement, provided that it may not exceed 5 years. The regulation allows the ban to remain in force for up to 12 months after termination of the agreement. Any other provision in the franchise agreement is illegal. Usually, a non-competition ban is simply a standard point of the agreement and should not be surprised – although you have to look at whether it is formulated in accordance with the applicable regulations. So is the obligation not to disclose confidential information.