Make the Most of the Franchisee/Franchisor Relationship
Make the Most of the Franchisee/Franchisor Relationship
On the other hand, the franchisee puts his life savings in the hands of the franchisor, trusting that his business model will deliver what it promises. So, it is very imperative that they maintain the mutual trust with each other. The franchisor will have to trust the franchisee that he can run the business exactly the way he has trained him to. If he interferes too much or keeps too much control, then the franchisee will soon feel suffocated.
Similarly, the franchisee must not do something that will break the trust. He must not change the system of running the business without informing the franchisor. He is supposed to remember that he is a member of a team and his actions will have ripple-effect on the entire franchising chain.
Say for example, if a fast-food chain is not strict with food-safety measurements and is caught, then far-off units too lose customers, resulting in downgrade of profit. The way this can be avoided is only by keeping the channel of communication open.
While meeting the franchisor for the first time, the franchisee should keep a note of what questions are to be asked. Each and every point of the UFOC and other documents should be clarified. Moreover, a franchisee must not hesitate to call up the support lines whenever there is any problem they cannot handle. To make themselves heard, they are required to attend the national and regional meetings too.
Even a single-unit operator has all the rights to a good and cordial franchisor/franchisee relationship as does a multi-unit operator. As for the franchisor, he is required to make sure that he is always available to the franchisees. Keep all lines of written communication open like email, newsletters and other study materials. But the franchisor ought to talk to the franchisee from time to time, because many a things are cleared when two persons talk face-to-face. Do not discourage a franchisee, if he has some suggestions for running up the business; as he can know more about the local market than the franchisor does.
Furthermore, the franchisor has to trust the business sense of the franchisee. In conclusion, it can be said the franchisor/franchisee relationship is lot like a marriage: the partners have to trust each other, learn to listen to each other and give each other some room to grow.
Make the Most of the FranchiseeFranchisor Relationship - To learn more about this author, visit Michael Hemenway's Website.
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The success of a franchising business hangs totally on the franchisee/franchisor relationship. And the relationship itself rests on two pillars: trust and communication. The whole business of franchising is about trust. The franchisor trusts the franchisee; that’s why he offers the franchisee his brand-name that he has built with years of hard work.
On the other hand, the franchisee puts his life savings in the hands of the franchisor, trusting that his business model will deliver what it promises. So, it is very imperative that they maintain the mutual trust with each other. The franchisor will have to trust the franchisee that he can run the business exactly the way he has trained him to. If he interferes too much or keeps too much control, then the franchisee will soon feel suffocated.
Similarly, the franchisee must not do something that will break the trust. He must not change the system of running the business without informing the franchisor. He is supposed to remember that he is a member of a team and his actions will have ripple-effect on the entire franchising chain.
Say for example, if a fast-food chain is not strict with food-safety measurements and is caught, then far-off units too lose customers, resulting in downgrade of profit. The way this can be avoided is only by keeping the channel of communication open.
While meeting the franchisor for the first time, the franchisee should keep a note of what questions are to be asked. Each and every point of the UFOC and other documents should be clarified. Moreover, a franchisee must not hesitate to call up the support lines whenever there is any problem they cannot handle. To make themselves heard, they are required to attend the national and regional meetings too.
Even a single-unit operator has all the rights to a good and cordial franchisor/franchisee relationship as does a multi-unit operator. As for the franchisor, he is required to make sure that he is always available to the franchisees. Keep all lines of written communication open like email, newsletters and other study materials. But the franchisor ought to talk to the franchisee from time to time, because many a things are cleared when two persons talk face-to-face. Do not discourage a franchisee, if he has some suggestions for running up the business; as he can know more about the local market than the franchisor does.
Furthermore, the franchisor has to trust the business sense of the franchisee. In conclusion, it can be said the franchisor/franchisee relationship is lot like a marriage: the partners have to trust each other, learn to listen to each other and give each other some room to grow.
Make the Most of the FranchiseeFranchisor Relationship - To learn more about this author, visit Michael Hemenway's Website.
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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