Fulfill your role as a leader: take responsibility, always show up, and seek wise counsel to speed up the growth of your business.

As your franchise matures, one of your greatest assets to new franchisees is a system of franchise veterans, who were once in their shoes and understand any challenges they may face, a trusted peer and extended family member they can turn to for support at any given moment. Easier said than done. Encouraging a system of nurturing support isn’t simple, but is often high on a prospective franchisee’s checklist of must-haves. To create this type of environment, you need to start by having the right people in place, supplying the leadership, vision and framework and creating opportunities for franchisee interaction.

A franchisor can spend a wealth of time and resources to make sure that a company is evolving and moving forward in an ever-changing marketplace. But, what good are the tools and support systems a franchisor works to provide if no one in the franchise system sees the inherent value in them and as a result, doesn’t use them? 



I’ve had the unique pleasure of watching a franchise system evolve over 25 years from both the franchisee and corporate executive stand point. Having watched various new tools and support systems being implemented over the years, I’ve found that a grassroots approach is most effective to gaining both acceptance and adoption of new tools and programs.

If you want your franchise business to be a rebel and a leader at the same time, don’t play by the rules.

Solid franchise relations is a key element to a strong and viable franchise system, particularly when combining two franchise systems.

A franchise is only as strong as the support behind it and change is much easier when everyone involved is working together toward a common goal — to build a better franchise.

When building a training platform, separate what specific information must be conveyed to new franchisees immediately, and what new franchisees should learn over time. Dividing these components will allow franchisees to better retain information and more effectively execute roles and responsibilities. 

Using a four-step method to ensure that agreed-upon plans move forward on the right schedule can minimize surprises and help franchisees reach their maximum potential.



 

There must be room for franchisees to express their individual needs and work with the franchisor within that system.

One of the hallmarks of a successful franchise organization is effective two-way communications between the franchisor and franchisees.  The concept is well-known but how do you achieve effective communications?