By the book

Nick Williams and Richard Langrick of Ashtons Franchise Consulting on why a good manual can make or break a franchisor.

“Many consider the manual to be only an operational function, yet used well, it becomes a cornerstone of the essential control of the network”

Most people in franchising know that the franchisee should have a manual by which to operate the business and conform with the legal agreement and requirements of the franchisor.

Many consider that it is almost only an operational function, yet used well, it becomes a cornerstone of the essential control of the network.

A good manual not only benefits the franchisor but, equally, the franchisee because the franchisee needs the detail – written rather than transferred verbally or by demonstration – of the operational activities, but equally must see the business operations separate.

Manuals are a safeguard for everyone involved

Many new franchisees enter franchising with no real business experience, having come from an employed background. Even those who have run their own business can benefit from having best practice underlined and reinforced by the franchisor.

It goes without saying that it is in the interests of the franchisor to ensure that their franchisees have the best possible chance to get established, succeed and grow, because that produces revenue back to the franchisor, makes for a happy franchisee/franchisor relationship and demonstrates to potential new franchisees the attractions of that franchise system.

Franchisors also have an interest in controlling the relationship with their franchisee and their activities – for the benefit of themselves, the brand and of others in the franchise network. Strong businesses have strong controls, strong systems and strong management. An existing franchisor, or somebody planning to franchise their business, should take advantage of every way of becoming strong and ensuring they have and maintain an effective manual.