How would you describe the relationship between you and your franchisees?
Culture is really important to franchising. It goes along with your organization’s values to drive behavior and impact decisions. It’s there in the communication, respect and attitude of everyone in your organization.
People matter - we know that. Nothing has been more obvious in my career than the fact that people make all the difference.
You’ve started a single-unit business and it’s going really well. You have a good team, the business is easy to manage and you feel like you have the secret sauce to branch out and start expanding into additional locations as a franchise system.
A good franchise model is built on some obvious things: a repeatable business model, valuable brand, solid business economics and the quality of your training and marketing. These are tangible things that can be measured - you KNOW if they exist, or not.
A few weeks ago we discussed a few of the top ways that franchisees can fail - most of which come down to not staying connected and following the franchise model. Today, we’re going to dive into a few of the key ways that franchisors can fail and hurt the future success of their business, as well as their franchisees.
I was recently asked to participate in the IFA’s Marketing, Operations & Development (MOD) Virtual Conference as a panel discussion moderator. The topic was Making Peer Groups More Effective to Support Franchisees, While Adding Long-Term Value.