Engage firmly but respectfully, addressing their actions with evidence and clear expectations. Reinforce the importance of collective success, as one franchisee’s failure can impact all. Highlight the business impact of non-compliance on peers, customers, and the brand's reputation. Offer support where misalignment arises, but remain resolute about the consequences if non-compliance persists. This approach aligns with South Africa's Consumer Protection Act’s emphasis on equitable dealings by proposing dialogue. Legal recourse, if necessary, ensures contractual obligations protect the brand and network coherently. Authority and fairness build lasting respect.

Go and spend a day with them. Work beside them see their operation probably family based. Don't comment through the day then after lockup sit down and discuss work ons or if need be lay it out and the consequences Face to face always. Letters emails not in my book. Personally created and ran 38 franchise stores in the tyre industry. Some still wanted to be 100% independent but with the added turnover marketing so they bought in but I was able to keep the local person front and centre in a national chain. First it starts with the relationship. It all starts fine it all starts with an honest transparent relationship. We're they sold a franchise or did they want yours?

Handling a rogue franchisee is like dealing with a rebellious band member—they might be playing their own tune, but you still own the stage. Start by revisiting the franchise agreement together—most issues boil down to unclear expectations or selective memory. Address the violations head-on, sticking to the facts and leaving emotion out of it; this isn’t a showdown, it’s a course correction. Offer solutions and support to bring them back in line, but don’t sugarcoat the consequences of continued rule-breaking. If the behavior persists, enforce the terms of the agreement firmly—sometimes you have to cut the mic to save the concert.