Conclusion
I’ve written this Little Book to address some of the problems I’ve seen
in franchise relationships in the past. I truly do believe that the
relationship between the two parties one of the most important
factors in making the business work.
I also believe that if the relationships are correctly cultivated from the
very beginning of the franchise relationship, there is significantly less
chance that they will sour over time.
How can the relationship be cultivated?
By the Franchisor, it’s about making sure that once the training period
is over, your Franchisee isn’t left to fend for themselves. They should
continue to receive encouragement, congratulations and support. In
person, where possible, over the phone or by Skype if not. Letters and
emails won’t do it.
If the relationship is going to deteriorate, it usually won’t be apparent
until between six and twelve months into the relationship. That is the
time when the Franchisor should be continuing to provide support for
the Franchisee, so they don’t feel like they are going it alone.
From the Franchisee’s perspective, they also need to make effort to
cultivate the relationship – stay in touch, work with the Franchisor on
new ideas you might have, join your franchise advisory council, and
enjoy your business. Once you stop enjoying it, that’s when
dissatisfaction creeps in. Make your workplace fun and satisfying. But
also keep your Franchisor in the loop.
By at least considering the thoughts above, I hope many of you will
rethink your franchise relationships, and enjoy a better, brighter
franchise future, and, as a consequence, more money coming your
way.
Enjoy!