The Art of Treating Franchisees Well

The key to success in franchising is to involve your franchisees in developing a strong system.

The Art of Treating Franchisees Well

It was a McDonald’s franchisee in Cincinnati 50 years ago that devised the fast-food chain’s popular Filet-O-Fish sandwich.

Dave Hood, president of franchisor consultancy iFranchise Group, noted landmarks like this one during a talk at the International Franchise Expo to drive home his larger point – that franchisors need to listen to their franchisees.

Selecting the right franchisees and treating them well may, in fact, be the most important tips for franchisors as they start and build their companies. These were key messages in a wide-ranging presentation for new franchisors that Hood gave with Robert Stidham, president of a franchise sales outsourcing firm.

Nurture Franchisees

Hood stresses the importance of maintaining an internal culture that’s supportive of franchisees. “Involve franchisees in building support programmes,” he advises.

Some franchisors bad-mouth their own franchisees, which can send a damaging attitude rippling through a company, Hood says. Instead, create a nurturing environment, that can lead to higher franchisee profits, increased franchisor royalties, greater market share for the brand, a better work environment for employees and a higher company valuation.

The easiest way for franchisors to grow is to expand with current franchisees, and if most existing franchisors aren’t interested, it’s probably a sign that something’s wrong, he says.

In addition to negative attitudes toward franchisees, Hood lists other common mistakes that franchisors make that include:

  • Not supplying enough capital to adequately help franchisees
  • Hiring under-qualified support staff
  • Failing to involve franchisees in key decisions
  • Believing that technology can replace face-to-face human contact
  • Not gaining direct experience in operating franchise units.

Franchisors providing the best support tend to lead by example, build their support systems around issues most important to franchisees, share key performance measures with franchisees and promote communication between franchisees.

“Be committed to hiring people who are better than you, who know more about their areas of expertise,” Hood says. Some franchisors hire people who meet their ego needs, “but it doesn’t build a highly effective organisation.”

Select the Right Candidate

Franchisors should focus at least 80% of their attention on increasing franchisee revenues and profits and no more than 20% of their interactions with franchisees should involve compliance issues. Another suggestion from Hood is to give franchisees credit for successes in the system.

Stidham notes the importance of picking the right franchisees. The franchisee you want is intelligent, has a strong work ethic, is strong on honesty and ethics, has a business background and the ability to sell, and possesses any specialised skills or licensing required in the industry, he says.

“Focus your initial efforts on the people you want in the geography you need,” Stidham suggests, adding that it makes sense to grow from the core business market outward.

Award franchises to candidates who are likely to represent your brand very well, Stidham adds. Aggressive growth too early can lead to poor franchisee selection, inadequate support of new franchisees, poor real estate decisions, a damaged brand and other problems.

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