Sie stehen vor einer Franchise-Krise. Wie können Sie das Problem kreativ lösen?

Você não precisa de uma crise para entender que uma franquia é baseada em um tripé : Franqueadora , Franqueados e Fornecedores. Uma franquia deve ser gerida com transparência, com todos “ na mesma direção “. É importante que o franqueado esteja envolvido com a marca, de preferência participando de comitês, onde as decisões sejam tomadas em conjunto. A participação conjunta no marketing e compras, por exemplo,garante que as campanhas sejam validadas por todo o sistema, e em compras, que as negociações obedeçam a maior governança possível.

In a franchise crisis, creative problem-solving can make all the difference. Start by analyzing the root of the issue—whether it’s operational, financial, or related to franchisee satisfaction. For financial challenges, refinancing can be a powerful solution. By restructuring existing debt, franchisees can access lower rates or extended terms, freeing up cash flow to address immediate needs and stabilize operations.

1. Immediate Situation Analysis: Gather all relevant data &feedback from franchisees, staff & customers to understand the root cause of the issue. Identify patterns & prioritize the most urgent challenges. 2. Form a Task Force: Create a small team of trusted individuals to brainstorm solutions, leveraging diverse perspectives. This accelerates decision-making & ensures well-rounded input. 3. Pilot Solutions: Implement creative, low-risk pilot solutions in select locations to test their effectiveness before a wider rollout. This allows for rapid adjustments without impacting the entire network. 4. Leverage Tech: Use data analytics tools & communication platforms to track real-time performance & feedback, helping you respond & adapt swiftly.

Na minha opinião, para resolver uma crise de franquia exige inovação e colaboração. É fundamental ouvir franqueados, identificar as causas raiz e explorar soluções criativas, como novas estratégias de marketing, treinamentos ou ajustes no modelo de negócios. Promover um diálogo aberto e transparente pode revitalizar a confiança e o engajamento de todos.

A franqueadora deve ter sempre a força e agilidade de um bom líder. Em situações de crise, é normal que se espere a orientação do líder. Na pandemia, as franqueadoras que admitiram o problema, chamaram os franqueados para conversar, buscaram coletivamente soluções são as que saíram fortalecidas do problema.

Involving the franchisee it’s a must - always- not only in crises. If you have one , it’s probably because you don’t hear them. Now that you are in the middle of a rough sea , be clear with them and get them in a brain storming day. In presence it’s better they must feel the company energy in this moment . Hear their ideas and analyses the best with all of them . Could be that in different area you should apply a slightly different strategy . Be open to this . Once that you find a solution communicate it to all stakeholders and clients. On this a good network on the field can help you

Start by fostering open communication to fully understand their concerns and challenges. Actively listen to their input and involve them in the problem-solving process, encouraging collaboration and ownership of the solution. Work together to develop strategies that balance brand standards with the unique needs of their local market, offering flexibility where necessary. Additionally, provide resources, support, or incentives to help them implement these changes effectively. By engaging the franchisee in this collaborative approach, you can not only resolve the crisis but also strengthen the partnership and build trust.

Um erro crasso é não enchergar o franqueado como um termômetro do mercado e um olhar constante e atento ao dia a dia. Claro que cabe separ o joio do trigo, mas é fundamental a participação de todos os envolvidos para a busca de soluções.

Todas as ações de uma marca deve ser focada para trazer satisfação ao cliente, importante a,pesquisas de mercado e com os franqueados para entender melhor suas necessidades e melhorar a qualidade da franquia.

Dois mantras do franchising: A experiência e satisfação plena do cliente, e a lucratividade do franqueado. Se sua franqueadora tiver essas dfuas premissas, dificlmente a franqueadora estará mal.

In a franchise crisis, innovating operations can be a creative solution. Start by identifying inefficiencies in current processes and exploring technology solutions like automation or digital tools to streamline operations, improve service speed, or enhance customer experience. Consider revising workflows or implementing new systems that allow for better resource management, such as optimizing inventory or adjusting staffing levels based on real-time data. Additionally, adopt flexible, data-driven approaches to tailor operations to local franchise needs while maintaining brand consistency. By embracing operational innovation, you can address the crisis effectively and drive long-term improvement.

Facing a franchise crisis can be daunting, but rebranding offers a creative solution to turn things around. Begin by conducting market research to understand consumer perceptions and identify areas needing change. Use these insights to redefine your brand identity, mission, and values to better resonate with your audience. Involve your franchisees in the rebranding to ensure their support and to leverage their local market knowledge. Update visual elements like logos, store designs, and marketing materials to reflect the new brand image. Launch a coordinated marketing campaign to communicate the rebrand to the public. By embracing rebranding, you can revitalize your franchise, attract new customers, and pave the way for renewed success.