HOW TO DETERMINE IF YOUR BUSINESS IS READY TO FRANCHISE

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Franchising can be a powerful tool to expand your business, but it requires careful planning and evaluation. You can increase the likelihood of franchising success by ensuring that your business has a proven model, strong brand, financial health, and a comprehensive support system. If you’re ready to invest in these areas and are committed to the growth of your franchise network, your business may be ready to take the next step into franchising.

How to Determine if Your Business is Ready to Franchise

By Gary Occhiogrosso

Franchising can be a lucrative strategy for expanding your business, but it’s not a decision to be made lightly. Before taking the leap, evaluating whether your business is prepared for the unique challenges and opportunities that franchising entails is essential. Here are vital considerations to help you determine if your business is ready to franchise.

Proven Business Model

A successful franchise starts with a proven and profitable business model. Your business should have a track record of success over a reasonable period, typically at least two to three years. This history demonstrates that your concept is sustainable and can withstand market fluctuations. Potential franchisees will want to see consistent financial performance and strong growth potential.

Unique Selling Proposition (USP)

Your business needs a clear and compelling Unique Selling Proposition (USP) that differentiates it from competitors. This could be an innovative product, exceptional service, or a strong brand identity. Your USP is what will attract franchisees and customers alike, so it must be well-defined and easily replicable across different locations.

Replicability

For a business to be franchisable, its operations must be easily replicable. This means having standardized procedures and processes that can be documented in a comprehensive operations manual. From hiring practices to marketing strategies, every aspect of your business should be clearly outlined to ensure consistency and quality control in new franchise locations.

Strong Brand

A solid and recognizable brand is crucial for franchising success. Your brand should have a positive reputation and a loyal customer base. Effective branding efforts, including a professional logo, consistent messaging, and a robust online presence, will attract potential franchisees and help new locations succeed.

Financial Health

Franchising requires a significant financial investment, not only from franchisees but also from the franchisor. Ensure your business is financially healthy and can support the costs associated with franchising, such as legal fees, marketing expenses, and training programs. Additionally, you’ll need to establish a fair and profitable franchise fee structure for your franchisees.

Support System

Providing robust support to franchisees is essential for maintaining the integrity and success of your brand. This includes initial training, ongoing assistance, marketing support, and a system for addressing any issues. A dedicated franchise support team can help new franchisees navigate the challenges of starting and operating a new location.

Market Demand

Conduct comprehensive market research to determine if there is sufficient demand for your product or service in other locations. Analyzing trends, consumer behavior, and competitor performance in potential markets will help you assess the viability of franchising your business. Strong market demand will increase the likelihood of success for your franchisees.

Legal Considerations

Franchising is governed by specific federal and state regulations that vary by country and region. It is essential to consult with a franchise attorney to ensure compliance with all legal requirements, such as franchise disclosure documents (FDD) and franchise agreements. Proper legal guidance will protect both you and your franchisees.

Commitment to Growth

Franchising is a long-term commitment that requires dedication and a strategic growth mindset. Be prepared to invest time and resources into developing your franchise system and supporting your franchisees. This includes regular evaluations, updates to your operations manual, and continuous business model improvement.

Conclusion

Franchising can be a powerful tool to expand your business, but it requires careful planning and evaluation. You can increase the likelihood of franchising success by ensuring that your business has a proven model, strong brand, financial health, and a comprehensive support system. If you’re ready to invest in these areas and are committed to the growth of your franchise network, your business may be ready to take the next step into franchising.

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This article was researched and edited with the support of AI

The Franchisor/Franchisee Economic Relationship – It’s A New World!!

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This specific suggestion will not be adopted by existing large chains, because it would be such an obvious reduction of the current royalty stream. However, well established franchisors could, and should, absorb more of the additional systemwide needs…

THE FRANCHISOR/FRANCHISEE ECONOMIC RELATIONSHIP – IT’S A NEW WORLD !!

restaurant, COVID-19, Roger Lipton, Franchise Money Maker

By Roger Lipton

Almost everybody has noticed that there is an increasing strain between franchisees and their franchisors. It is no accident that new franchisee associations are being formed and existing organizations are getting more militant. There are many intangible reasons, as too many franchisors do not treat their “z’s” as partners. We have written many times that the “asset light”, “free cash flow” model is not reflecting the necessary investments in the system to keep franchisees as profitable as possible. Many franchisees are especially bothered by the fact that their franchisors are spending hundreds of millions, sometimes billions, of dollars buying back stock and making acquisitions, while leaving the franchised operators without the necessary new product development, technology upgrades, marketing initiatives, etc.etc.
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Franchise Money Maker

Franchise your company, expand your brand, collect your royalties!

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With all of that in mind, the bottom line is the bottom line. Too many franchisees are suffering financially, under more pressure than ever. The typical franchise royalty is 5%, give or take a point, plus 2%, as an advertising contribution. There are often additional charges, not all that material in and of themselves, but adding to an already large burden. Let’s say the franchisee is fortunate enough to be making 17-18% store level EBITDA (and Depreciation is not free cash in the long run). Rebating 7 points out of 17 or 18 points starts to feel like a pretty big load, and there is still local G&A to be carried. Even if store level EBITDA, before royalties, is in the low twenties, 7 points gets to be a bother. Additionally: many franchisees, Dunkin’ Donuts and Burger King and Jack in the Box are just a few examples of mature systems where decent money is still being made at the store level because the store leases were signed ten or fifteen years ago, so occupancy expenses are lower than today’s economics would allow. That’s, of course, why so few new units are being built by many mature franchised systems, especially in the USA. Today’s economics do not allow it.

When Ray Kroc started franchising McDonald’s restaurants over 60 years ago, the royalty was 1.9%. By the 1960s, franchisors had started charging 2-3%, by the 1970s 3-4%, by the eighties 4-5%, and 5% seems to be the standard today, plus advertising and other fees.

Read the entire article click here https://www.liptonfinancialservices.com/2019/03/the-franchisor-franchisee-economic-relationship-this-is-not-your-fathers-world/