Maintain a good working relationship with your franchisor
Maintain a good working relationship with your franchisor
• Regular communication is the most vital step in keeping a relationship going. It should be two-way traffic where a franchisor will always be there for the franchisee, no matter how trivial the problem is. Moreover, if a problem looks too difficult to be handled alone by the franchisee, calling the franchisor can make things easier. The vast experience of the franchisor (and the other existing franchisees in the system) ensures that someone else has already faced the same problem somewhere and has emerged wiser.
• One thing that hampers the working relationship between the franchisor and franchisee is impracticable expectations. It’s true that before actually buying a franchise, both the parties try to impress each other. They make such promises or show data that are unrealistic. But, when the franchisees actually buy a franchise, they find out that everything is not as rosy as it had been painted. The franchisor may also realize that the franchisees don’t actually have the required money to run the business. In order to avoid these things, be very clear on what is written on the franchise agreement. Having a fixed guidelines regarding what one can expect from the other will help them to go a long way when they are franchisor-franchisee.
• Similarly, mentioning clearly in the beginning what are the roles of the franchisor and the franchisee in the system is necessary. While the franchisee will do the ultimate selling/servicing to the customers, the franchisor is supposed to maintain the brand-image in such a way that the customers come back to the franchised units over and again. Here too, a well-written and examined franchise agreement will make sure that this issue never becomes a problem.
• Trust is a very big factor in the franchisee-franchisor relationship. The franchisor has to trust the franchisee on the fact that the latter can run the franchised unit to his and the brand’s best interest. The franchisor has to give its franchisees breathing space and listen to their ideas and objections before deciding on the crucial issues. On the other hand, the franchisees too have to trust the franchisor in matters of business decisions. They must remember that it was their franchisor’s acute business sense that had made the brand successful. The franchisees cannot go on objecting to every new decision and modification that the franchisor makes! They are together in a business and any squabble between them will result in poor customer services, which, in turn, will bring both of them down!
Maintain a good working relationship with your franchisor - To learn more about this author, visit Michael Hemenway's Website.
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To help a franchise system to succeed, it’s very necessary that the franchisor and the franchisee maintain a healthy relationship. People buy a franchise, because they don’t want to start a business on their own and franchising is such a field where the franchisor is there to guide them in the best possible way. But, the franchise system will work, if the relationship between the two is harmonious. So, here are some tips on how to maintain a proper working relationship between the franchisor & the franchisee:
• Regular communication is the most vital step in keeping a relationship going. It should be two-way traffic where a franchisor will always be there for the franchisee, no matter how trivial the problem is. Moreover, if a problem looks too difficult to be handled alone by the franchisee, calling the franchisor can make things easier. The vast experience of the franchisor (and the other existing franchisees in the system) ensures that someone else has already faced the same problem somewhere and has emerged wiser.
• One thing that hampers the working relationship between the franchisor and franchisee is impracticable expectations. It’s true that before actually buying a franchise, both the parties try to impress each other. They make such promises or show data that are unrealistic. But, when the franchisees actually buy a franchise, they find out that everything is not as rosy as it had been painted. The franchisor may also realize that the franchisees don’t actually have the required money to run the business. In order to avoid these things, be very clear on what is written on the franchise agreement. Having a fixed guidelines regarding what one can expect from the other will help them to go a long way when they are franchisor-franchisee.
• Similarly, mentioning clearly in the beginning what are the roles of the franchisor and the franchisee in the system is necessary. While the franchisee will do the ultimate selling/servicing to the customers, the franchisor is supposed to maintain the brand-image in such a way that the customers come back to the franchised units over and again. Here too, a well-written and examined franchise agreement will make sure that this issue never becomes a problem.
• Trust is a very big factor in the franchisee-franchisor relationship. The franchisor has to trust the franchisee on the fact that the latter can run the franchised unit to his and the brand’s best interest. The franchisor has to give its franchisees breathing space and listen to their ideas and objections before deciding on the crucial issues. On the other hand, the franchisees too have to trust the franchisor in matters of business decisions. They must remember that it was their franchisor’s acute business sense that had made the brand successful. The franchisees cannot go on objecting to every new decision and modification that the franchisor makes! They are together in a business and any squabble between them will result in poor customer services, which, in turn, will bring both of them down!
Maintain a good working relationship with your franchisor - To learn more about this author, visit Michael Hemenway's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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