You can expect resistance from your franchisees. If your own house is not in order. When you are operationally weak as a franchisor, or you are constantly rolling out new initiatives to see if they get traction, expect resistance and lack of confidence. The BEST FRANCHISORS have developed Good to Great practices and their franchisees follow them because they trust Brand Leadership. Here are some best practices: 1. They Communicate 2. Involve Franchisees in Decision-Making 3. Provide Training and Support 4. Pilot Programs - Nick Saban Philosphy "do it til they get it right". 5. Showcase Success Stories of your pilot program to franchisees 6. Address Concerns and come back with Solutions 8. Continuously gather feedback from franchisees

As a franchisor, implementing new strategies across your network can often meet with franchisee resistance. Understanding their concerns is crucial—they may fear disruptions to their operations or doubt the effectiveness of new approaches. To navigate these challenges, prioritize transparent communication. Involve franchisees early in the planning process to foster a sense of ownership and collaboration. Provide clear evidence of the benefits, such as increased profitability or improved customer satisfaction. Offer comprehensive training and ongoing support to ease the transition. By addressing resistance proactively and empathetically, you can strengthen franchisee relations and ensure successful implementation.

Dealing with franchisee resistance to new strategies requires a proactive approach: 1?? Open Communication: Engage franchisees early, explain the benefits of the new strategy, and address their concerns to build trust and alignment. 2?? Provide Data: Use data-driven insights to show how the new strategies can improve performance and profitability for franchisees. 3?? Offer Support: Provide training and resources to help franchisees implement the changes smoothly. 4?? Pilot Programs: Introduce pilot programs to test strategies on a smaller scale, demonstrating success before full implementation.

I've observed that early push-back occurs when there is a cost associated with the new corporate strategy. "Who's going to pay for this or that." Because new strategies often involve reinvestment in the franchisee's business, the reaction is justified: * "What's wrong with the furniture I have now?" * "I just installed a new sign last year and now you've changed the logo and require me to replace my sign?" * "Systemwide discounting is going to affect my profitability." The franchisor must have solid reasons for requiring changes. Pre-sell the idea to some of the key franchisees who can influence the others. Successfully explain the benefits of the strategic move before implementing. Otherwise, resistance is to be expected.

Pour surmonter la résistance au changement stratégique, il est essentiel de communiquer de fa?on transparente en expliquant les raisons et les bénéfices du changement. Impliquer les parties prenantes dès le début permet aux franchisés et collaborateurs de se sentir investis. Former et accompagner les équipes renforce la confiance face aux nouvelles pratiques. Identifier des “champions du changement”, vos leaders dans votre réseau de franchise, aide à influencer positivement les autres. Une approche progressive permet de gérer la transition en douceur, tandis que reconna?tre et récompenser les efforts encourage l’adoption. Cette stratégie favorise une culture d’adaptabilité durable dans le réseau.