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How can franchisors balance standardization with innovation?

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Franchising is a popular business model that allows entrepreneurs to replicate a successful brand and concept across different locations. However, franchising also poses some challenges for both franchisors and franchisees, especially when it comes to balancing standardization with innovation. Standardization ensures consistency, quality, and efficiency, while innovation fosters differentiation, adaptation, and growth. How can franchisors strike the right balance between these two forces? Here are some tips and best practices for managing franchise innovation and growth.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de…
Prakhar Srivastava

Turning coffee into strategy, and confusion into curiosity. The only predictable thing? My unpredictability.
RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for…

1 Define the core elements

The first step is to identify and communicate the core elements of the franchise that cannot be changed or compromised. These are the aspects that define the brand identity, value proposition, and customer experience, such as the logo, the mission, the products or services, and the quality standards. Franchisors should provide clear guidelines and expectations for franchisees to follow these core elements, as well as monitor and enforce compliance. By defining the core elements, franchisors can preserve the essence and reputation of the franchise, while leaving room for innovation in other areas.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de Entretenimiento | PR & Luxury Marketing | Miembro de Consejo
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La innovación es algo que viene dentro del ADN de cualquier empresario incluidos los que pertenecen al mundo de Franquicias. Dicho esto, el tener muy claros los básicos del negocio ayudarán a comentar un futuro próspero con la innovación. Difícilmente un Operador Franquiciado con Operaciones deficientes podría arriesgarse a innovar y creer que el problema es realmente ese, debe revisar primero el CORE de la marca esté siendo entregado de forma óptima y de ahí la importancia que la empresa Franquiciante entregue diagnósticos sobre su desempe?o para que pueda tomar decisiones óptimas. Cualquiera puede tener grandes ideas, pocos las pueden ejecutar.

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Dinesh DM

Building what’s next. ??
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? Define essential elements of the brand identity, customer experience, and operational processes to maintain consistency across locations. ? Provide franchisees with room to innovate within the framework of core standards, enabling them to tailor offerings to local preferences and market demands. ? Use open communication channels for franchisees to share insights, ideas, and challenges, allowing for collaborative problem-solving and innovation. ? Test new concepts or initiatives in select locations before full-scale implementation. ? Offer training, resources, and guidance to franchisees to facilitate the implementation of innovative ideas and ensure alignment with brand standards.

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Flávio Grimberg

Cientista de Gest?o | Escritor | Board Member | Gest?o integrada ao ESG | Riscos e Controles Internos | PMP | ScrumMaster
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Um ótimo equilíbrio entre a padroniza??o e a inova??o é ter em mente a forma de atua??o entre esses dois pilares. Em outras palavras, a padroniza??o é fundamental para estabelecer o nível dos resultados esperados, assim como a mitiga??o de alguns riscos já identificados. No entanto, mesmo com o cumprimento dos padr?es, estar atento às oportunidades que s?o apresentadas durante o dia-a-dia, s?o ótimas formas para elevar o nível dos resultados do negócio, porém será necessário avaliar se trata-se de uma melhoria no processo existente ou será necessário uma inova??o para obter melhores resultados.

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Identify brand essentials that ensure consistency. Clearly outline must-have product/service features. Establish baseline operational procedures. Define brand voice and customer experience standards. Set clear compliance metrics for franchisees.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de Entretenimiento | PR & Luxury Marketing | Miembro de Consejo
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La innovación es algo que viene dentro del ADN de cualquier empresario incluidos los que pertenecen al mundo de Franquicias. Dicho esto, el tener muy claros los básicos del negocio ayudarán a comentar un futuro próspero con la innovación. Difícilmente un Operador Franquiciado con Operaciones deficientes podría arriesgarse a innovar y creer que el problema es realmente ese, debe revisar primero el CORE de la marca esté siendo entregado de forma óptima y de ahí la importancia que la empresa Franquiciante entregue diagnósticos sobre su desempe?o para que pueda tomar decisiones óptimas. Cualquiera puede tener grandes ideas, pocos las pueden ejecutar.

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2 Encourage local adaptation

The second step is to encourage and support franchisees to adapt to their local markets and customers. Franchisees have the advantage of being closer to the ground and understanding the needs, preferences, and trends of their target segments. Franchisors should allow and empower franchisees to customize some aspects of the franchise, such as the pricing, the marketing, the layout, or the menu, to suit their local context and demand. By encouraging local adaptation, franchisors can enhance the relevance and appeal of the franchise, while fostering a sense of ownership and creativity among franchisees.

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Prakhar Srivastava

Turning coffee into strategy, and confusion into curiosity. The only predictable thing? My unpredictability.
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The secret to a successful franchise is local adaptation. Franchisees must have?the freedom to modify company operations to suit the unique requirements and tastes of their local markets. This improves client happiness while simultaneously strengthening the bond between the franchise and the neighborhood. Giving franchisees the freedom to customize menu items, pricing, and marketing can help them become more relevant and competitive in a variety of markets. Finding the ideal mix between local relevance and brand consistency is essential.

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Allow for regional menu or service customizations. Adapt marketing strategies to fit local cultures. Permit slight variations in store design for local relevance. Support local sourcing of materials when possible. Offer flexibility in local community engagement initiatives.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de Entretenimiento | PR & Luxury Marketing | Miembro de Consejo
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La adaptación es algo que debe suceder si o si, para ellos se necesitan grandes ejecutivos de ambas partes. Por un lado debe existir una empresa Franquiciadora flexible dispuesta a escuchar y facilitar herramientas, conocimiento y procesos para que el Franquiciador pueda hacer estos desarrollo locales. Por el otro lado, debe existir un Operador disciplinado que mantenga constante comunicación con el Franquiciador (sin caer en el Micromanagment) con la finalidad que las decisiones sean acompa?adas y el éxito o fracaso sea compartido. Los mayores casos de éxito siempre han venido de Franquiciadores, disciplinados, comprometidos con las marcas.

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3 Promote collaboration and feedback

The third step is to promote collaboration and feedback among franchisors and franchisees, as well as among franchisees themselves. Franchisors should create and facilitate platforms and channels for sharing ideas, best practices, challenges, and solutions, such as online forums, newsletters, webinars, or conferences. Franchisors should also solicit and listen to feedback from franchisees on how to improve the franchise system, processes, and offerings, as well as recognize and reward innovation and performance. By promoting collaboration and feedback, franchisors can foster a culture of learning and improvement, while leveraging the collective wisdom and experience of the franchise network.

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Create platforms for franchisee input and innovation sharing. Hold regular meetings to discuss potential improvements. Encourage peer-to-peer learning among franchisees. Implement a system for feedback on corporate initiatives. Recognize and reward innovative ideas and implementations.

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Harsh Vardhan Passari

Helping consulting firms become scalable & sustainable | McK | ISB | PwC
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I understand the delicate balance between standardization and innovation. By fostering open channels for communication among franchisors and franchisees, as well as among franchisees themselves, we create opportunities for sharing insights, best practices, and solutions. Platforms such as online forums, newsletters, webinars, and conferences serve as invaluable tools for facilitating this exchange of ideas. Equally important is actively soliciting and listening to feedback from franchisees to continuously improve the franchise system, processes, and offerings. Recognizing and rewarding innovation and performance further incentivize franchisees to contribute to the collective success.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de Entretenimiento | PR & Luxury Marketing | Miembro de Consejo
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Entender que es un negocio de Gente, donde las grandes ideas pueden surgir de cualquier lado; no solo de los Ejecutivos o Directivos; también de FOH employees. Este punto es clave para la persona que es responsable de llevar las relaciones con las Franquicias, muchas veces este puesto es mal manejado en ser un AUDITOR más haya de un consultor quien regule la comunicación a través de distintas herramientas y capacidades. Esta persona debe ser quien abra los foros de debate aún cuando las partes no estén de acuerdo (Franquiciador y Franquiciante), generando acuerdos y soluciones rápidos que mantengan siempre a la vanguardia el negocio. En mi punto de vista esta es la clave de una franquicia exitosa.

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4 Experiment and test

The fourth step is to experiment and test new ideas and initiatives before rolling them out across the franchise network. Franchisors should adopt a data-driven and customer-centric approach to innovation, by conducting market research, surveys, focus groups, or pilot programs to validate and refine their hypotheses and proposals. Franchisors should also involve and consult franchisees in the innovation process, by inviting them to participate in trials, provide feedback, or suggest improvements. By experimenting and testing, franchisors can reduce the risks and costs of innovation, while increasing the chances of success and adoption.

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Pilot new concepts in select locations. Use data-driven approaches to test innovations. Encourage franchisees to propose test projects. Allocate budget for experimentation and innovation. Analyze performance metrics closely before wider rollout.

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Carlos Daniel Castro Soria

Dirección Internacional de Franquicias, Restaurantes, Retail & Entretenimiento | Empresario en la Industria de Entretenimiento | PR & Luxury Marketing | Miembro de Consejo
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Las decisiones de la nueva era no solo pueden ser corazonadas (que bien, a veces son muy atinadas). En sistemas más complejos donde existen corporaciones con muchos Franquiciatarios es necesario tomar decisiones basadas en data. Muchas veces no se va a contar con la información necesaria por lo que crear un ambiente de prueba es fundamental; sin embargo, el lograr esto implica demasiada ORGANIZACIóN y DISCIPLINA de todas las partes. Ya que el día a día del negocio y que las cosas no salgan como lo esperado, provoca que en vez de planear, las empresas se dediquen a apagar fuegos por una visión de corto plazo de los líderes. Es importante probar constantemente y atreverse teniendo atrás responsables del desarrollo y monitoreo.

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5 Evaluate and update

The fifth step is to evaluate and update the franchise system and offerings on a regular basis, based on the results and insights from the previous steps. Franchisors should measure and monitor the impact and outcomes of their innovation efforts, by using key performance indicators, benchmarks, or metrics, such as sales, customer satisfaction, profitability, or market share. Franchisors should also review and update their guidelines and expectations for franchisees, by incorporating the best practices and innovations that have proven to be effective and beneficial. By evaluating and updating, franchisors can ensure the continuous improvement and evolution of the franchise, while maintaining alignment and coherence among franchisees.

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Regularly review and update standards and procedures. Integrate successful innovations into the franchise model. Provide ongoing training on new systems and technologies. Adjust strategies based on customer feedback and sales data. Streamline or remove practices that no longer serve the brand.

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6 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Arnab K.

Associate Principal - Strategy/Management Consulting/Commercial Analytics/Research Insights- IIM Gold Medalist - LinkedIn Top Management Consulting Voice-Apr’24
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Franchisors balance standardisation with innovation through identification of stable core elements that can be improved through streamlining of processes/standardisation vs dynamic elements where innovation based on target audience and local conditions can be adopted. Key is to monitor progress and implement solutions at a larger scale if pilots are successful

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RAMESHCHANDRAN VADALI

Seasoned Professional with a mastery in Internal Auditing, Risk Management, and Compliance Control | Consultant for Family Businesses and MSMEs | Implemented Risk Management for Clients
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Leverage Technology for Efficiency Foster a Culture of Continuous Improvement Utilize Data Analytics for Decision Making Invest in Training and Development Prioritize Sustainability Initiatives Monitor Competitive Landscape Enhance Digital Presence and E-commerce Strengthen Supply Chain Resilience Expand Through Strategic Partnerships Maintain Open Lines of Communication

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How can franchisors balance standardization with innovation?

1

2

3

4

5

6

1 Define the core elements

2 Encourage local adaptation

3 Promote collaboration and feedback

4 Experiment and test

5 Evaluate and update

6 Here’s what else to consider

Management Consulting

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How can franchisors balance standardization with innovation?

1

2

3

4

5

6

1 Define the core elements

2 Encourage local adaptation

3 Promote collaboration and feedback

4 Experiment and test

5 Evaluate and update

6 Here’s what else to consider

Management Consulting

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