Why You Should Read This Book
I am firmly of the opinion that the best franchises operate with the
best relationships between Franchisor and Franchisees.
This allows both parties to be agreeable, businesslike, creative,
supportive and interdependent, which are the hallmarks of any growing
and successful business. Where both parties are supportive of each
other, both are more prepared to take on business risk, and reap more
business rewards.
This is especially so in the case of Franchisors and Franchisees – a
Franchisor who has good relationships with their Franchisees will
expand their offering, try new things, grow into new places. And with
each extra dollar coming into the group, more opportunities are
opened up for the Franchisees to make more money.
A Franchisee who has a good relationship with their Franchisor will
support new possibilities, be involved in and interested in more than
just their own little part of the business, and will be open to a little bit
of their own business risk.
Without a good relationship, where a Franchisor/Franchisee
relationship has been allowed to weaken, both parties fall into a
‘what’s in it for me?’ mindset – they are suspicious of each other’s
motives and intentions, and the greater good becomes hidden behind
the personal good.
All franchise relationships will be bumpy – it’s a well-known and well
documented part of the ride. But those bumps can be smoothed
somewhat where the relationship has a good grounding in solidarity
and respect.
There have been umpteen books written to Franchisors about how they
should treat their Franchisees. And most Franchisors will treat
Franchisees extremely well. But some won’t. This is common to
franchises, businesses, relationships and every other human interaction
in the world. Sometimes, things won’t work out. But most of the
time, they will.