How can you develop a successful franchise system from scratch?

Before you look at your model, think about what values are important to you, this forms the basis of your organisations culture, make the offer a win win situation, make it competitive and keep it simple, Franchising allows for rapid and low cost growth for an entrepreneur and for a franchisee you are buying time with a proven model, so make sure you have proved the model before you expand using franchising, when you have done this get you fee competitive, your message clear and your support to the best place it can be

Penso que seja primordial que existam alguns pilares, alguns fatores fundamentais, tais como: - um negócio que ofereça boa relação custo x benefício e resultado para os atores da cadeia: fornecedor/fabricante; franqueador; franqueado e consumidor. Se houver desequilíbrio para algum desses atores, o sistema está condenado; - considerar capacidade de abastecimento e distribuição a rede franqueada; - considerar barreira de entrada para concorrentes; - haver capacidade de suporte para a rede franqueada; - haver solidez financeira do franqueador.

Starting out it was a dream to create a global Brand and sure enough with 30 years efforts we will achieve expansion to 30 countries.

This is foundation stone post all the research and other ground work has been executed and fulfilled in relation to all the marketing and operational due delegence One all are done we need to decide about all KRA pertaining to both partners as to be franchisee and franchisor

As My 40 years of experience in all aspects of Franchising have taught me many things have changed and especially how National Franchise associations have now become "closed shops " to exclude as opposed to what we started them as.

Operations management at Franchise is the major building block. This is routine and discipline process as it keeps business hygiene standards strong as same creates values on investment in terms of revenue collection. Incorporate of operations guidelines or process is the key for retention business also.

Your operations manual is how you ensure your values become the company culture, make sure this is right, there are some great books on the subject like Manual Magic by Penny Hopkinson, make the manual adaptable, but ensure your core values remain resolute, this is guidance for your franchisees, this is part of what they are paying for so make sure it is full of value and offers them all the answers and information they need to run the business in a way that reflects the brand

The Operations Manual usually fail to take into considerations local limitations. It is usually taken from the parent company in the country of origin, can be wordy, fluffy and vague. Franchisees sometimes struggle to find it useful because it contains a lot of theoretical fluff. In fact an operations manual needs to also have local inputs as to whether a particular brand of equipment recommended has the same level of service support provided. IE the brand might have strong service support in Europe but not in South East Asia. An operations manual should provide real life examples.. Experiences from the franchisor or existing franchisees in dealing with either equipment, product, legal, real estate, HR best practices etc.

Le manuel d'exploitation de franchise est un document essentiel pour le succès de votre réseau de franchise. Il fournit à vos franchisés les informations et les directives essentielles dont ils ont besoin pour gérer leur entreprise avec excellence. Le manuel couvre tous les aspects de votre réseau de franchise, notamment : - Les normes de la marque - Les stratégies marketing - Les procédures opérationnelles - Les normes de contrôle qualité Le manuel doit être complet, clair et cohérent. Il doit refléter vos meilleures pratiques et les normes de l'industrie, et il doit être régulièrement mis à jour pour intégrer de nouvelles informations et améliorations.

When working with emerging brands in my past, some of the items that were missing really played a key in threading the brand culture through to the coming locations. The manual will be the foundation for replication. It is your FDD in action, and the plan your franchisees and their staff will follow. Putting in the research and working backwards from your goals for how you want your system to operate nationally will be the first thought, and the one that allows you to create workflows and systems that impact each location and the brand as a whole. Outline logistics, Human Resources management, and day to day operations as well. Each role should have its execution defined through this document.

The Franchise Agreement is there to protect both parties, it is there for the what if, thankfully most of the problems it protects us from do not occur or are very rare, but it is there to safeguard both sides, so if you are a franchisor, make sure you consult a specialist to make the agreement and contracts appropriate, clear and as simple as possible ensure it is appropriate for the region you are operating in , if you are a franchisee make sure you understand the contract and agreement in full, always seek professional advice

Franchise agreement is the important document which safeguard The Franchisor and look after the interest of franchisee as well. Ut has to be minutely drafted with qualified professional.

Le franchisage est une industrie hautement réglementée. Pour vous protéger et protéger vos franchisés, vous devez vous conformer aux lois et réglementations applicables. Voici quelques points importants à retenir : Consultez un avocat spécialisé en franchise pour rédiger votre contrat de franchise. Ce document définit les droits et les obligations de chaque partie. Contrat de franchise Préparez votre document d'information sur les franchises (DIP). Ce document doit fournir aux franchisés potentiels des informations complètes sur votre entreprise et votre système de franchise. Respectez les règles et les exigences spécifiques des pays ou des régions où vous envisagez d'exploiter votre franchise.

Legal agrement or instrumnet is very important. It is the set fence within which you and your franchisee operate the business and encapsule the guidelines on which you guys have started and will continue your relationship. It is a document you refer whenever there is a any sort of confusion or dispute

Bạn sẽ không muốn cứ đi giải quyết tranh chấp với các nhượng quyền hàng ngày đâu, điều này sẽ rút đi hết năng lượng của bạn và làm cho bạn không còn thời gian để vận hành doanh nghiệp. Để tránh điều nay bạn cần phải xây dựng khung pháp lý nhượng quyền của bạn thật rõ ràng và lường trước tất cả các trường hợp. Sau này có phát sinh vấn đề thì cứ dựa trên các hợp đồng, quy tắc đã ký mà giải quyết.

Biased, yes. But a business owner looking to franchise should be speaking to their bank and other local banks. That can help a franchisee understand which institution would be willing to support the concept should lending be required. It’s terrible to hear stories of a franchisee going into a bank asking for a loan, and the bank saying I’ve never heard of this concept, it won’t work, we don’t finance this brand, etc. That can take an excited franchisee willing to invest a lot of money from cloud 9, down to cloud 3.

Along side the Operations manual you have a full and comprehensive training program, this will give the franchisee and the team all the knowledge and practice they need to begin the practical side of running the business, ensure you have a KPI system to ensure the franchisee is taking on board the information, these training systems are intensive at the beginning and as time passes they become more remote and supportive, make sure the degree and area of support is appropriate for the individual franchisee

La formation et le soutien sont essentiels au succès de vos franchisés. En investissant dans ces domaines, vous augmentez leurs chances de réussite. Votre programme de formation doit couvrir tous les aspects de vos opérations de franchise, des ventes et du service à la clientèle aux finances et à l'administration. Votre système de soutien doit inclure une communication régulière, des commentaires, un suivi des performances et la résolution de problèmes. En fournissant à vos franchisés les connaissances et le soutien dont ils ont besoin, vous les aidez à réussir et à atteindre leurs objectifs. En tant que franchiseur, vous avez la responsabilité de fournir à vos franchisés les outils et les ressources dont ils ont besoin.

Starting a franchise business can be a steep learning curve for franchisees. Not only do they have to be taught about your franchise model and how to become a successful franchisee in your company, but also about being a business owner as well. Whether you offer a low-cost or fairly expensive franchise opportunity, investors will be handing over a significant amount of cash when they get on board. As a result, they’ll want to be confident that you have the resources and inclination to deliver a decent training programme. You should be able to demonstrate that you can give them the tools to launch and manage a profitable business, as well as foster their ongoing development throughout the contract term.

Provide ongoing support to franchisees, including operational assistance, marketing guidance, and regular communication channels. Foster a collaborative relationship with franchisees to address their concerns and ensure their success.

Regular monitoring through internal and external audits is a must A franchisor should initially only set a calendar for lifelong, for regular such audits and share the findings with the franchisee and ask him to rectify the deviances and also reward him for the accuracy there should be a penalty/ prize system for rectification.

Kiểm tra, kiểm tra và kiểm tra là cách để giúp bạn kiểm soát sự đồng bộ chất lượng trên toàn hệ thống. Nếu bạn không xác lập tiêu chuẩn và hệ thống giám sát thì chỉ sau một thời gian ngắn các đơn vị sẽ làm sai hết các quy trình, bởi họ sẽ muốn thứ nhẹ nhàng hơn là phải làm đúng.

In my experience Continuously evaluate and improve your franchise system based on feedback from franchisees and customers. Adapt to market trends and changing consumer preferences to stay competitive.

Monitoramento e Qualidade: Estabeleça sistemas para monitorar o desempenho das franquias e assegure a manutenção da qualidade e padronização do negócio.

Elabore um check list de itens que não podem ficar de fora do monitoramento, alem de definir a periodicidade e como será realizado. Garantir que a franquia esteja de acordo com os direcionais da franqueadora contribui não só para a eficiência do negócio, já que os padrões e modelos são construídos com objetivos pre estabelecidos, mas também garante que o cliente identifique a marca sem esforço. Afinal, um dos benefícios de uma franquia é fazer parte de uma rede onde já existe uma marca construída, mas se o consumidor olha para o ponto de venda e não reconhece esta marca, podemos considerar que há ineficiência no quesito padrão.

This one I love!!! Franchisee's are Entrepreneurs, they are innovators and with that comes creativity and invention, please leave room in your system for franchisee ideas, listen truly listen to your franchisee's make sure there is a process in place to evaluate and if appropriate implement any ideas, ensure there is a reward scheme in place and always give feedback for any ideas received, encourage regular collaboration meetings to hear new ideas and give updates, remember your franchisee's are you best source of relevant and interesting innovations for your business!

Franchising thrives on evolution, not stagnation. Embrace innovation: Encourage franchisees to be idea generators, not just operators. Share, collaborate, and learn from each other. Be open to change: Market shifts and customer preferences evolve. Adapt your system with feedback and agility. Co-create your future: Involve franchisees in development. It fosters ownership, loyalty, and a unique competitive edge. Remember, your franchisees are your innovation engine. Empower them, listen to them, and watch your system reach new heights together!

Cada vez mais o papel do franqueado tem ganhado importância no resultado da operação, até pouco tempo atrás se atribuia uma paridade entre o papel do franqueador e do franqueado no resultado da unidade, hj os melhores franqueados, chamados franqueados de alta performance apontam entre 70 a 90% da sua responsabilidade no resultado, e muitos deles praticam uma gestão de excelência na sua unidade, o franqueador que já entendeu, valoriza/estimula a troca de boas práticas entre sua rede, através de ferramentas, extranets, encontros, os franqueados tbm aprendem e muito com outros franqueados. Hoje estamos liderando a @communit, maior comunidade de franqueados no Brasil, que tem essa missão fomentar o resultado na ponta, através de boas práticas!

Competition can sometimes make us faster but collaboration makes us better. Treat the franchisee like you would a customer. They are on the front-line day to day operations. Who better to ask, but the franchisee for constructive feedback to develop system efficiencies.

Une des raisons principales qui convaincra un candidat de rejoindre votre franchise plutôt que celle d’un concurrent réside dans votre capacité à innover. Là partie R&D et innovation n’est pas à minimiser dans la vie de votre franchise et certes il est important d’encourager les remontées de bonnes pratiques et de bonnes idées mais il ne faut pas oublier qu’un entrepreneur qui souscrit une franchise par définition, n’est pas un innovateur, sinon il créerait son entreprise à partir de ses propres idées. Ce n’est pas ce que recherche un entrepreneur qui se franchise. Il cherche justement à ce que toute la partie innovation lui soit apportée par le franchiseur puisqu’il n’a pas les moyens de le faire par lui-même.

Also - consider NOT franchising right away. Instead, build another 2nd unit 100 miles away and prove the model works again. Then, go 100 miles from there in another direction, and do it again, build a 3rd unit. One unit successful is an accident, second unit successful is a coincidence, third unit successful is a pattern - and THEN you'll have experience and knowledge and systems and the things a new franchisee expects you to have as a franchisor. Don't experiment with your franchisees, prove you can do it well and make it easier on the franchisees.

Do these things first to ensure you can build a franchisor foundation so your franchise system can scale. 1. Find advisors who have demonstrable & reliable experience in franchising to help you. 2. Do a franchise readiness evaluation to assess your existing capabilities and where you have gaps that need to be filled. 3. Have a Franchise Value Proposition - FVP that emphasizes the distinct advantages & characteristics that set the franchise apart from competitors.

Build the plane before you take flight. You should have so much worked out, add so much value that it would be impossible for someone to believe they could affordably replicate your model.

As the Franchisor are you making money too? All the way through the process keep coming back to the numbers. Not only do your franchisees have to be profitable but so do you as the franchisor. What is the tipping point for when you as the franchisor start making money, you need to live and die by the numbers. A franchisee will only continue to be successful if the franchisor is also growing their business. It is a partnership in every sense of the word.

Sometimes growing too fast on the franchisees perspective (stores number) without a solid & equal level of investment on the headquarters side (production plant, reliable providers, controlling supervisors, etc.) can lead you to failure although your business model is successful