How can you navigate a complex franchisor organizational structure?

Kris Larson is correct. Franchisees and franchisees agree on 95% of any topic, but sometimes we spend so much time on the last 5% that we are all on the same team with the same goals.

Para estruturar uma Franqueadora de sucesso é fundamental que todos os setores estejam muito bem definidos e desenhados, pois a estrutura??o correta trará um suporte e assessoria de sucesso em todas as áreas, beneficiando o relacionamento e performance da rede. Também é necessário definir os papéis do Franqueador e Franqueados para que essa rela??o flua de forma correta, bem como a rede de conhecer o papel de cada setor e seus responsáveis para eficiência na gest?o e desafios diários .

It’s a long term relationship that has responsibilities on both sides of the equation. Too often we se an us VS them relationship.

Getting to know all of your support team members and their positions within that team can help navigate where to find answers to different questions. Understanding the chain of command and not jumping over to possibly create animosity is something to think about. Building relationships with the heads of each department can help ease any situational tension that may occur when bypassing the immediate support person. This is where it is up to the head of the department to include the immediate support manager to allow inclusion of the issue and involve them in the solutions.

Navigating a complex franchisor organizational structure requires clear communication and understanding of roles. Establishing rapport with key personnel, such as regional managers or franchise support teams, aids in resolving issues efficiently. Utilizing available resources, like organizational charts or intranet platforms, provides clarity on reporting lines and procedures. Regular communication channels, such as email updates or scheduled meetings, facilitate collaboration and ensure alignment with franchisor objectives. Additionally, seeking guidance from experienced franchisees can offer insights into navigating the structure effectively.

This is crucial even before you sign on with a franchise. After all, do you really want to own a business in which you do not agree or align with the mission and values? If it's not a good fit, you will find yourself quietly burnt out and can even take a loss on your investment depending on how long you stay with your franchisor.

Your cultural values as a Franchisee and those of the Franchisor should already be aligned and this is why you chose to buy into the Franchise.

Compreender a cultura e os valores da franqueadora é essencial para uma parceria bem-sucedida. Alinhar suas expectativas e a??es com a vis?o, miss?o e estratégias do franqueador fortalece a coes?o e contribui para uma colabora??o mais eficaz.

Para poder comercializar una franquicia, debes de conocer las características socioculturales del negocio y las características sociodemográficas del nicho de mercado que se quiere alcanzar, de esta manera el mensaje será claro, con la aprobación de valores y conceptos del negocio como tal entre partes, dando como resultado una buena tasa de conversión

The best way to understand the business is to volunteer to work in the business. This could be with the franchise of the company’s choice or someone you personally know. This is critical if going into a business you are not familiar with. You will gain insights from the ground up and quickly learn if the cultures and values make it to the employees. This process also allows you to see if this a good fit.

Communication is key to the success of ANY relationship. This holds true even in Franchising. Franchisors are responsible to disclose exactly what their training and continual support looks like. On the other side of this relationship is the very valuable contribution and feedback from the Franchisees who essentially are the "Boots on the ground" for the brand. If both sides maintain a continual collaborative culture of communication, skies the limit for growth and overall success!

A conex?o entre franqueado e franqueador é o que fortalece a confian?a e comprometimento de ambos no caminho a ser conquistado, é muito importante a confian?a plena, a troca de ideias e a sentimento nas pessoas de que est?o do mesmo lado, em um jogo de ganha-ganha, com esse propósito unificado se torna mais fácil lidar com os desafios do dia a dia, e proporcionar um suporte voltado para as melhores solu??es.

For me, the key has been to remain flexible. Be ready for change, adapt accordingly, ask questions to confirm understanding and when appropriate, don't be afraid to provide feedback. The right organization will want to know where the gaps are and how you can help to provide solutions!

Construir confian?a é fundamental na rela??o com o franqueador. Ao demonstrar respeito, honestidade e comprometimento, além de manter uma comunica??o clara e aberta, você fortalece os alicerces para um relacionamento profissional e colaborativo. O feedback mútuo e o reconhecimento das conquistas também s?o elementos-chave nesse processo.

La relacion de confianza es, a mi criterio muy personal, parte importantísima dentro de cualquier estructura, se trata de un círculo irrompible, en el mejor de los casos, de relaciones personales y también profesionales de calidad, todo aquel que las tenga sabe de que hablo. Que importante resulta poder tener estas relaciones donde se construye desde la confianza de saber que del otro lado se ecuentra lo mismo, poder ser siempre oferta de quien lo requiera y viceversa, siempre es útil para crecer personal y profesionalmente

Have a presence at ALL the regional meetings and conferences that your Franchisor organises. Your own business will thrive by networking with other like-minded individuals.

As Simon Wise has already suggested, being present at all regional and national conferences and meetings is crucial. Even more important than just the networking is the importance of attending with a clear and open mind about new aspects of the business being introduced at Convention. Be a possibility thinker and open to change. Responsible franchisors don't hang their hats on status quo. Same is true for leading franchisees.

Alavancar sua rede é uma estratégia valiosa na colabora??o com a franqueadora. Estabelecer conex?es com outros franqueados e membros da equipe do franqueador pode proporcionar acesso a informa??es, recursos e oportunidades essenciais para o crescimento e sucesso do seu negócio. O networking é uma ferramenta poderosa nesse contexto.

To negotiate with any company make sure you have a lawyer and accountant familiar with the type of business you are about to spend possibly 20 plus years working in this franchise. The money spent up front will pay off in the long run.

Negociar com sabedoria é crucial na rela??o com o franqueador. Ao equilibrar interesses, estar bem preparado, ser flexível e focar nos benefícios mútuos, você cria uma base sólida para acordos vantajosos. Manter uma abordagem colaborativa, evitar ultimatos e preservar a boa vontade contribuem para uma negocia??o eficaz e sustentável.

Wise negotiation is rooted in focus, clarity, and good faith. We must be clear on what items are "must haves" versus those that "would be nice". A trusted lawyer and accountant with industry-specific knowledge will help you bring those points into focus heading into negotiations. Your must-haves are necessarily rigid. They should be few in number and tied to your deepest core values and most critical financial goals. Without these, there is no deal and you must walk away. Be flexible on the "would be nice" points. Play the long game. Concessions in these areas earn you goodwill with the franchisor and keep the working relationship intact. This can prove invaluable on the other side of a tough round of negotiation.

I see this as an open communication exchange between Franchisor and Franchisee. Getting to know you area and the demographics of it and then sharing that insight with your support team. Doing research and analysis to better identify what if anything can help grow in that market. Franchisors can be flexible within the brand standards as long as it fits the values of the brand and drives sales to the franchise partner.

Managing conflicts will be critical in a long term relationship. How often are meetings with direct contacts? Is there a yearly meeting to discuss business metrics and compare against other franchises metrics? I think having a structured system for ongoing conversations makes for a great relationship.

En la gestión de conflictos en este negocio puntual debiera tener que ver con terceros, es decir, si mi franquiciante dejó las cosas claras lo problemas debieran venir de otro lado, de otro costado del ring, por eso y en consecuencia: 1- Tener muy clara la criticidad del conflicto. 2- Poder de deliveración respecto del ranking que le asigno dentro de mis prioridades. 3- Capacidad resolutiva y eficiente. No siempre lo importante resulta ser urgente... y viceversa.

Administrar conflitos deve ser um exercício de sucesso no Franchising , transformar amea?as em conquistas através de um atendimento dinamico com solu??es justas e eficazes. Quanto mais agilidade a Marca tiver para o gerenciamento de conflitos, mais credibilidade e resultados terá com a rede, estado de vigília é essencial.

Conozca muy bien su propósito en el relacionamiento con el franquiciador. Debe tener en cuenta que si su objetivo es el apoyo en entrenamiento, marketing o temas muy del día a día es importante que construya una relación con el equipo de soporte. Por otra parte si lo que está buscando es temas más estratégicos como negociar nuevas zonas para su expansión, renegociar condiciones, plazos o demás debe saber navegar dentro de la organización franquiciante y conocer los actores que lo podrán apoyar en su propósito. Conozca bien quienes pueden influir en los tomadores de decisión y fortalezca su relación para ser apoyado en dicho proceso.

I've had the opportunity to work with franchise owners and managers who have successfully navigated complex franchisor organizational structures. One example is a franchise owner who was able to effectively communicate and collaborate with multiple departments within the franchisor's organization to achieve their business goals. This franchise owner recognized that the franchisor's organizational structure was complex, with multiple departments responsible for different aspects of the franchise system. They understood the importance of building relationships and collaborating with key stakeholders within the franchisor's organization to ensure the success of their franchise.

Dentre tantas boas práticas, destaco um hábito que n?o pode faltar na rela??o franqueador-franqueado: capacita??o. A franqueadora deve fornecer os insumos necessários mirando a alta performance do franqueado. O franqueado, por sua vez, deve ir além dos conteúdos fornecidos pela franqueadora e manter-se ativamente conectado com todo ecossistema, incluindo outros franqueados (da mesma rede e até de outros segmentos). Sempre há o que aprender, especialmente nesse universo de varejo e franquias em que cada a??o e movimento do mercado pode interferir nos resultados do mês. Estude, teste novas práticas, invista em experiências, pense grande, e mantenha-se relevante para os seus clientes.