How can you work collaboratively in Franchising?

Franchising thrives on collaboration. It's involves different stakeholders working together to achieve shared goals. Building franchise network in India's dynamic landscape requires adapting to specific cultural and commercial factors of the country. Here my a four takeaways from my experience: 1. Respectful communication while embracing hierarchy and tailoring to regional preferences. 2. Align franchisees with clear goals and brand values, celebrating diverse perspectives and collective achievements. 3. Leverage local networks and cost-effective technology to facilitate knowledge sharing and problem-solving. 4. Invest in personal relationships and build trust.

Working collaboratively requires effective communication, and in franchising nothing is more important than communication - open, clear, often - between franchisor, franchisee, suppliers and staff. In addition to communication, effective collaboration requires active listening, and in franchising, this may be as important, if not MORE important than communication at times; two ears, one mouth. Listen to your franchisees and you just may learn something and avoid mistakes you can't take back. Franchise growth is ALL about collaboration with your franchisees.

As a former franchisee I really value the relationship with the franchisor that seeks collaboration and actively listens to all the franchise network. Franchise collaboration is about interdependence not independence

Transferência de know how. Esse é o resumo do Franchising. Uma rela??o onde uma parte detém o "saber" e a outra deseja consumir e aplicar esse saber. Parece fácil, mas tem um abismo entre essas duas pontas. Esse abismo pode (e muitas vezes é) vencido através de uma cultura e de processos de comunica??o muito bem estabelecidos. Nos dias de hoje o desafio aumenta; tudo pra ontem, whatsapp, grupos, mensagens urgentes a todo momento. Sem considerar as estratégias de comunica??o e manter a constancia e rapidez dos assuntos com a rede, a franqueadora ficará para trás, e as comunica??o paralelas ganhar?o corpo, o que traz muito ruído e prejudica a rela??o das partes e a evolu??o da rede como um todo. Quem n?o se comunica, se estrumbica, diziam.

La mayor fuente de aprendizaje y crecimiento de una marca viene de una exitosa comunicación con los franquiciados. Somos nosotros, los franquiciantes, quienes debemos generar proactivamente los espacios de conversación para que podamos aprender de sus experiencias. También debemos fomentar la comunicación entre ellos a través de encuentros y capacitaciones para que puedan conocerse e intercambiar opiniones. La correcta comunicación del franquiciado con nuestros clientes finales se consigue haciendo mucho foco en el traslado de know how.

As a past franchisee and current franchisor, I can tell you that this is without a doubt part of the secret sauce of building a great franchise company. The value in talking with others who run the exact same business in other parts of the state / province or country can’t be easily measured. The most effective franchisors know this and make best practice sharing part of their overall strategy.

Les avantages d'une franchise/concession sont nombreux, si les règles établies sont respectueuses de la part de chacune des parties dans le contrat : - nous restons des Entrepreneurs indépendants, avec une liberté importante - échanger avec nos pairs, afin de gagner en temps, énergie en communication, événements - ce qui fonctionne bien et des points d'amélioration à partager entre franchisés et franchiseur afin de faire monter en puissance la franchise entière et en cascade les franchisés - innover localement avec un soutien national - gagner en notoriété, image et satisfaction clients + rapidement grace à la force d'1 réseau - se démarquer de la concurrence avec du sur mesure qui correspond au territoire

As a franchisor, we crafted and hosted an annual interactive advisory board comprised of senior leaders who franchised our concepts across different verticles (think store within a store). This would serve as a way to receive candid feedback to inform process improvement and share best practices. We also used the event as a sounding board to gauge interest in new concepts and development strategies.

Nh?ng ng??i mua nh??ng quy?n h? tham gia là vì h? th?c s? mu?n ???c h?c cách kinh doanh thành c?ng. H? có s? nhi?t huy?t nh?ng ch?a có kinh nghi?m, chính vì ?i?u ?ó mà chúng t?i ph?i kh?ng ng?ng chia s? nh?ng kinh nghi?m th?c t? ?? giúp h? gi?m b?t ???c quá trình th? sai và nhanh chóng có ???c thành c?ng.

Sharing of best practices can help to learn from experiences, mistakes and successes of others, and avoid reinventing the wheel. By its nature, a franchise organization thrives on best practices. Sharing what successful franchisees are doing encourages others to do the same. There are many ways to reinforce commitment to a best-practices culture, but Integrate best-practice sharing into all formal and informal meetings or workshops is one of my favourites. And also having a kind of intranet or similar where best practices can be organized by thematics so we can avoid duplicating

It’s important to explain the reason for standards and be able to convey the reason for adherence of standards to build long term value for all stakeholders. Demonstrate the value for the franchisee so they can get the best ROI.

Adherence to the franchisor's rules and standards is fundamental in franchising. These guidelines ensure that every franchise maintains the brand's consistency, quality, and reputation. It's not just about compliance; it's about understanding the importance of uniformity in customer experience across all locations. Unauthorized changes or deviations can have far-reaching negative impacts on the entire franchise network. Respecting the boundaries and territories of fellow franchisees is crucial for maintaining harmonious relationships and the overall health of the franchise system. This respect for rules and boundaries fosters a collaborative and successful franchise environment.

Essa é uma condi??o essencial, mas quem vive no setor sabe que é um desafio constante; parece até um contrassenso. Se você comprou uma franquia, quer algo testado, padronizado e replicavel e as regras existem pra isso, contudo, essa aderência acaba sendo proporcional à satisfa??o do franqueado. Se o negócio n?o vai bem e, em sua percep??o, a franqueadora n?o entrega, as regras s?o esquecidas. Se o negócio vai muito bem e a franqueadora n?o acompanha, a "pulada" de cerca vem também. Por isso, o alinhamento de expectativas, o suporte adequado e o alinhamento dos papéis, desde a venda da franquia, s?o essenciais para garantir maior ades?o às regras. Ah, e também n?o adianta só ter regra e n?o entrega a contrapartida, viu franqueadoras.

Aderir a um negócio formatado tem suas vantagens e observa??o de regras que comp?em a rela??o. Pressup?e-se que a formata??o de franquia traz benefícios e resultados positivos, por isso é fundamental que a ado??o e prática das orienta??es sejam aplicadas aos negócios. Além disso, dois pontos importantes devem ser considerados: o primeiro é ter uma rela??o de confian?a para que ajustes possam ser feitos, o segundo diz respeito ao apoio do franqueador ao franqueado nas opera??es das unidades de negócios. Também é necessário reconhecer que regras n?o formais existem, fazem parte dos negócios e s?o usadas para benefício mútuo. Portanto a rela??o virtuosa permite que regras sejam ajustadas, eliminadas e incorporadas para o bem do negócio.

Rules have to be respected & followed everywhere in every relationship. And in franchising its more critical. The rules related to date of start of business, products to be sold, manpower, branding, infrastructure also extends to training provided by franchisor, audits, submission of report & any information about the staff / managers / partners which might hamper the image of the franchisor & in turn the business.

Uma rede é t?o forte quanto a rela??o entre franqueado e franqueadora. Se n?o há uni?o e senso de evolu??o da rede, vem a dissonancia de realidade. é totalmente pertinente que a franqueadora envolva e sistematize a forma de trazer a rede para discuss?es e projetos estratégicos. Os franqueados detém um conhecimento fundamental do dia a dia da opera??o e sabem muito das dores que mais incomodam. Aliar isso à vis?o global e estratégica que a franqueadora deve ter, certamente irá resultar em iniciativas de muito sucesso. Lembro de um projeto em que discutíamos alternativas para viabilizar vendas de maior valor, e foi discutindo com franqueados, que na época criamos algo inédito no mercado e que deu super certo. Lembre da história do Big Mc.

- Fazer no mínimo uma reuni?o semanal com cada franqueado, e deixar ele por dentro dos projetos da franqueadora e também captar dicas e boas praticar do bra?o da franqueadora.

Ser colaborativo no sistema de Franchising é benéfico para todas as partes: a franqueadora, os franqueados que participam de projetos e pilotos e por consequência todos os franqueados que se beneficiar?o dos aprendizados gerados. E um dos modelos mais eficientes destas colabora??es s?o os conselhos de franqueados e comitês temáticos desenvolvidos e liderados por muitas franqueadoras.

La collaboration en franchise repose sur des groupes pilotes organisés par le franchiseur. Il permettent de gérer l'innovation, la communication, la mise en place de nouvelles pratiques, le référencement de nouveaux produits etc. La plupart des collaboration ont vocation à améliorer l'efficacité du savoir-faire du concept. C'est dans ce cadre que s'opére en général la collaboration entre le franchisé et le franchiseur. Mais la collaboration peut également s'opérer entre franchisés, en fonction des caractéristiques de l'activité, par exemple en sous-traitance ou en fourniture de contrats commerciaux partagés.

Embora franquia seja sin?nimo de padr?o, é altamente comum, e recomendável, em redes maduras de franquias desenvolver testes e projetos pilotos com franqueados parceiros, de forma a manter a rede sempre conectada à inova??o e transferência de conhecimento entre os próprios franqueados.

In my experience, cultivating trust and rapport is pivotal in franchising for a successful relationship between franchisor and franchisee. Trust maintains brand consistency and quality. Rapport enables transparent communication, sharing best practices, and addressing concerns. Franchisees invest significantly in time and money; trust is crucial for their confidence in the franchisor's commitment. This fosters long-term dedication and a willingness to invest in franchise growth.

At the most basic level, franchise businesses are, in fact, businesses. They thrive under the same best-practices as any other business: trust, honesty, and reliability. Franchisees must treat their employees well so that they'll treat customers well. In the end, profits are built on relationships whether you're selling burgers or home services.

Uma das melhores estratégias para ampliar a confian?a e relacionamento com a rede é criar sistemas de escuta ativa do franqueado, por ex: 1-) Central de Atendimento à Rede - destinada a ser uma central de apoio interno ao franqueado, para orientar e destravar processos operacionais e já mapeados pela opera??o, desafogando o trabalho do consultor de franquias e dando celeridade a a??es de rotina operacional. 2-) Comitê ou Conselho de Franqueados: forma de ampliar o conhecimento da franqueadora escutando a ponta e trazendo mais cabe?as e experiências para apoiar o desenvolvimento do negócio, de forma consultiva ou deliberativa. 3-) Canal aberto para comentários de forma an?nima ou n?o, para ouvir todos os franqueados em suas percep??es

This is the most important aspect of becoming a franchisor and a franchisee. Both need to understand that they are on the same team and working towards a common goal. The franchisor needs to play the role of the leader and make the franchisee understand why it is important to follow their SOPs and guidelines as it will ultimately lead to the success of everyone involved. It is always a two way street in which trust, understanding and communication are the most vital aspects for the franchise to work.

En mi experiencia, comprender este aspecto es fundamental para alcanzar el éxito en cualquier franquicia. Al reconocernos como socios franquiciatarios en lugar de simples clientes, establecemos bases sólidas para construir relaciones de confianza y colaboración tanto con la empresa franquiciante como con nuestros colegas franquiciatarios. Es en este ambiente colaborativo donde surgen ideas innovadoras y proyectos que elevan significativamente el nivel de nuestra inversión. La clave radica en entender la naturaleza de la asociación a través de la confianza, lo que propicia un entorno propicio para el crecimiento y el éxito mutuo.

Conhe?a o negócio do qual você faz parte, seja como colaborador, franqueador, franqueado ou backoffice. Participe, por exemplo, do processo de sele??o de franqueados para apoiar o time de expans?o e entregar à eles uma vis?o externa, percep??es que talvez passem aos olhos do time, já acostumado com esta etapa do processo.

Set framework and tools Running a business is a juggling act, as a new business owner. Almost every aspect of your business is your responsibility so it can be difficult to keep up with business operations, marketing and finances. The beauty of buying into a franchise is the proven approach, tried and tested methodologies and structure which mitigates the need to learn what works by trial and error.? A well established franchise will offer access to systems, tools, support material and models to help business owners to run their businesses efficiently. Franchisors must demonstrate their commitment to investing in their franchise systems, striving for constant improvement and offering innovation and cutting edge tools and technologies.

A franchise is, in legal review and in practicality, a partnership of sorts. All too often a franchisor condones poor practices by allowing their partner to miss meetings, work fractionally on their business or other bad business habits. Building operational culture and making it part of the overall strategy is important. Franchisees want to be successful. One of the things that can limit that is them seeing other franchisees pull down the brand or creating negative energy. It is the franchisor’s role to ensure that doesn’t happen.

Nothing happens unless there’s a mutual agreement to each other’s goals and objectives. Dictating does not mean buy in by the field for the execution of the plan. Everyone has to Focus on the main thing and keep the main thing the main thing.

In franchising, collaborative work involves effective communication, shared goals, and mutual support among franchisees. Establish clear guidelines, host regular meetings, and utilize technology for efficient communication