Franchisors should maintain proper dialogue, reward the best performing franchisees and hold regular meetings. They should offer ongoing support and further training if deemed necessary.



I believe that the duty also rests with the franchisee to help the franchisor achieve their goal of maintaining proper and profitable relationships both parties. In this article I will look at the role and responsibility of the franchisee.

Most franchisors aim to provide the ultimate in training, support and service to their franchisees. After all if the franchisees are successful then so will the franchisor. It is actually quite amazing how few franchisees take advantage of this relationship and utilise all that is available for them.

Maintaining daily or weekly dialogue with franchisor is essential. After all, they have the expertise and the knowledge to help the franchisee overcome most problems. If the franchisee does maintain regular contact then the franchisor will always be thinking of new ways to help him or her. They will also be keen to impart their knowledge / experience which might have taken decades to acquire.

The franchisees should ensure that they attend most if not all conference calls and annual meetings. These are usually motivational and help to maintain relationships not only with the franchisor but with the other franchisees. They are also important in keeping up with new product developments and ways of working.

Instead of complaining to other franchisees of any short comings it is vital they are brought to the attention of the franchisor in a friendly and helpful manner. Most franchisors are continuously striving to improve their training, ongoing support and product development. By bringing these matters to their attention in a courteous and constructive manner the right results can be achieved.

Some franchisees are happy to make snide remarks to other franchisees or potential franchisees without bringing the matter to the attention of the franchisor in a professional manner. This leads to small petty differences getting out of hand.

It is essential when these discussions are ongoing that they are communicated via email and letter and then discussed on the phone. Written communication can ensure that you the franchisee receives prompt attention to any queries. Franchisors do not want to be seen to not responding to any written suggestions or comments. This way both of you are sitting at the same side of the table trying to find solutions that work for both parties.

It is imperative that a franchisee only resorts to legal action when all other means of communication have failed. Once the matter takes a legal turn then the relationship is usually damaged for all time. When lawyers are involved usually neither party achieves what the set to do and the only sure fire winners are the lawyers.

When relationships fail between both parties it can ultimately lead to depression for the franchisee. A depressed franchisee is unlikely to put the same effort in maintaining and growing sales in his territory. This scenario could in most cases have been easily avoided if lines of communication had been kept open right from the start. It is as much a duty for the franchisee as it is for the franchisor to maintain a profitable and harmonious relationship.