Happy to oblige

A striking characteristic of UK franchising is the extent of knowledge on the part of those exploring the marketplace and seriously considering entering the industry as franchisees. They are, without doubt, among the best informed audiences of their kind in the world and can be reckoned to have undertaken a wealth of research by way of the British Franchise Association, the British Franchise Exhibitions, the major banks, the pages of Business Franchise and others - all of which combine to enlighten enterprising people as to just what franchising can offer. 

I have to say this is all very different from when I joined a major franchisor in the 1980's. In those far off days, the word "franchise" often tended to be misunderstood, sometimes even being viewed with suspicion. To a degree that was understandable, because then there were certain trading schemes purporting to be franchises when they were patently nothing of the sort.

Today, the level of comprehension is such that franchisors really need not dwell on explaining what franchising is all about, but concentrate on describing their particular offering. In my experience, prospective franchisees certainly know the right questions to ask, especially with regard to the continuing support role the franchisor will undertake.  

Accordingly, recognising the importance of effective ongoing back-up in building a successful network, many franchisors have in place a valuable and meaningful package that they unequivocally commit to as part of their obligations. Without doubt, this is best practice, the positive effects of which are reflected in the UK's large and robust franchise industry. However, it is important to bear in mind the franchise relationship is not one-sided and entails mutual obligations that franchisees as well as franchisors have to take on board. In establishing a franchise development, a business format that trades successfully and produces a profit is of the essence. In order for franchisees to replicate this for their own benefit, it follows that there must be specific operating systems and procedures for them to implement and adhere to.  

Consequently, rather than simply making suggestions to be put into practice or not at the discretion of franchisees (a formula for potential chaos and confusion), franchisors will expect conformity as a contractual commitment which is made clear in the franchise agreement. That is not to say franchisees are discouraged from coming up with new ideas. Far from it, they tend to be welcomed and there are many examples of worthwhile developments that have been initiated by franchisees.

However in most cases changes can be introduced only with the approval of the franchisor whom, in the interests of universally high standards, has an overall responsibility to communicate the best working practices to the network as a whole. In contemplating a particular opportunity, therefore, it is essential to feel comfortable with all its aspects and be prepared to enter into the team spirit that distinguishes a great many flourishing franchises.