Merry Maids, a household name if ever there was one, has been synonymous with domestic cleaning for over 35 years, and has continued its growth in the UK under Vikki Donnachie.
As the UK brand leader, Donnachie has been pivotal in steering the company through a period of significant change, with a keen focus on brand development, customer engagement, and franchise expansion.
“We are constantly developing the brand,” Donnachie says.
This commitment is evident in the significant investments the company has made in its IT systems, including the launch of the Merry Maids online shop and the Merry Maids app.
The tech investment has greatly enhanced the service experience for both new and existing customers.
“A large amount of investment has been dedicated to our IT systems…which has improved our service to new and existing customers, including supporting our Maids,” she adds.
The integration of the tools has not only enhanced operational efficiency but also empowered the company’s workforce, ensuring that Merry Maids stays ahead of industry trends.
The evolving customer profile of the franchise tends to reflect broader societal shifts, says Donnachie, who notes that more customers are now “wants-based rather than needs-based,” a significant change from previous years.
“We have found more and more customers are wanting to spend more time with their families or socialising rather than cleaning,” she explains.
The trend highlights a growing preference for outsourcing domestic chores to professionals, allowing people to focus on their personal lives. Merry Maids has benefited from the shift by refining its service offerings to cater to this new type of customer.
Franchisees are the backbone of the Merry Maids network, and under Donnachie’s leadership, the franchise model has changed to bring in a new generation of entrepreneurs.
“We have restructured the Merry Maids franchise offering to attract entrepreneurs who are wanting to build and scale a successful business,” she says, emphasising the company’s focus on growth and scalability.
The new model is designed to help franchisees achieve significant financial success, with some now aiming for turnover in excess of £1 million. The restructure is supported by a comprehensive support system that includes webinars, marketing clubs, workshops, and regular meetings.
“We now have an improved, proven model for franchisees to follow,” she adds.
Working with the Alzheimer’s Society
The company is also the only UK cleaning firm to have partnered with the Alzheimer’s Society, which provides extra training for its staff to ensure they can act sympathetically to support customers living with the condition.
“This means that all Merry Maids across the UK are Dementia trained, giving our customers and their families the comfort that our maids have an understanding of Dementia,” Donnachie explains.
The initiative has not only enhanced the company’s service offerings but has also strengthened its bond with the communities it serves.
The commitment to community engagement is further demonstrated by its pledge to raise at least £10,000 this year for the charity.
Despite its successes, Merry Maids faces ongoing challenges, like any business, particularly in recruitment.
The company has taken proactive steps to address the issue, however, building a team that develops strategies to ensure that each location can meet the demands of its customer base.
“We have a dedicated support team who provide focused plans to ensure that we have capacity within each Merry Maids team,” she says.
Marketing and recruitment are areas where franchisees often need the most help, and the firm has responded by establishing a specialised marketing and support team.
“We find that a large proportion of our franchisees need support with marketing and recruitment,” Donnachie notes.
The team is composed of specialists in various aspects of marketing, including traditional and digital marketing, PR, and social media, providing franchisees with the tools they need to succeed.
Helping existing franchises
Maintaining enthusiasm and motivation among established franchise owners is another priority. She emphasises the importance of understanding each one’s goals and aspirations and aligning the company’s support accordingly.
“We work closely with each franchisee, as it is imperative that we understand what each of our franchise partners want to achieve,” she says.
The personalised approach ensures that they remain engaged and focused on their objectives, whether they are planning for an exit strategy or building a stronger team that allows them to step back from day-to-day operations.
“It is all down to communication and ensuring that there is a clear focus and goals in place to keep franchisees engaged”.
Looking ahead, Merry Maids is poised for more growth, with plans to further improve its IT capabilities and online presence.
As the company’s audience and market share continue to grow, it remains committed to acting on customer feedback.
“It is important that we listen to the needs and wants of our customers,” says Donnachie.
“There are lots of exciting plans in place for Merry Maids,” she adds.
“We have a laser focus on IT initiatives and continue to roll out and develop our offering to meet customer needs and demands,” she adds.
Donnachie’s leadership has been instrumental in driving the franchise’s continued success. Her vision for the company, coupled with a deep understanding of customer and franchisee needs, has positioned it as a leader in the domestic cleaning industry.
With a clear focus on innovation, community engagement, and franchise support, Merry Maids is well positioned to continue its upward trajectory.
