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Christian Brothers Automotive Continues to See Strong Unit Performance in 2017
National franchisor of automotive repair establishments experiences franchisee growth in a competitive market

While some franchisors don’t disclose its franchisees’ earnings, Christian Brothers Automotive is proud of its success. With an average unit volume (AUV) of $1,400,125* for year ended December 31, 2016 according to Item 19 of its Franchise Disclosure Document (FDD), the number is 5.8% percent higher than its 2015 comparable AUV of $1,365,746. The automotive aftermarket industry was expected to achieve an annual growth rate of 3.4% until 2017. The top location in the system exceed $3 million in gross sales reporting revenues of $3,064,037*.

“We continue to grow at a pace of 15 to 20 stores annually, and we’ve maintained a 100 percent success rate, with our brand having never closed a single location,” said Mark Carr, President and CEO. “Our company’s dedication to putting customer needs first and promoting ethical business practices continues to drive loyalty in our locations across the country.”

This past year, Christian Brothers Automotive landed a coveted spot in the Franchise Business Review’s Top Franchise Opportunities for 2017 list. The brand was also selected as Franchise Gator’s Top 100 Franchises of 2017, being ranked in the No. 6 spot. More than 26,000 franchise owners representing more than 350 leading brands are surveyed. Christian Brothers Automotive was also ranked in Franchise Gator’s Fastest Growing Franchises of 2017 list.

Formed in 1982 in Texas, Christian Brothers Automotive currently has more than 155 independent franchises. With most traditional franchises charging royalty fees from the top line, CBAC has a built-in competitive advantage. By utilizing a bottom line approach, franchisees are able to pay themselves a salary, secure health insurance for their families and deal with any outstanding debt obligations before any royalty fees are deducted. A franchisee acquires a license to operate a single Christian Brothers Automotive franchise. A franchise may acquire a license to operate more than one franchise.

Demand for Christian Brothers Automotive’s services is climbing, and opportunities for growth are still available in key development markets across the US. The brand’s commitment to living out its values and mission are evident across its entire system, and its simple and proven business model is an affordable investment. Franchisees can easily scale their business by tapping into the brand’s strong support.

“As a franchisor, our top priority is ensuring that our network of owners have the tools and resources that they need to succeed. We want them to be able to expand their reach and ultimately launch multiple locations so that they can capitalize on previously unrealized potential,” said Vice President Josh Wall. “There’s nothing more rewarding than seeing someone thrive as a business owner, and we’re looking forward to continuing this trend with new owners in the months and years to come.”

“What really makes Christian Brothers Automotive stand out is the people behind the brand. Every member of our team—whether they’re on the corporate of franchisee side of the business—wants to make a difference in the lives of others. No matter where we’re operating, we all come together over our roots in the Christian faith,” said Amy Stehr, Christian Brothers Automotive’s franchisee in Rockwall, Texas. “Christian Brothers Automotive is more than just a brand. We’re a family.”

Start-up costs to open a CBAC range from $403,100 to $474,600. To learn more, click here.

*CBAC, FDD 2017 – Item 19, Schedule 19.1A (page 41). Set forth in this Schedule 19.1A are the average Gross Sales (as defined below in Note 2) for the year ending December 31, 2016 for the 151 CBA stores that are franchisee-owned and that were opened for the entire year of 2016, based upon the below indicated sales ranges. This table includes all stores that were open by January 1, 2016, and does not include any of the 6 stores that were opened in 2016.

 

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