What Makes a Good Franchisor?
Having been a franchisee with McDonalds for over 11 years and now as the MD of Right at Home in the UK, I have seen the franchise industry from both sides of the fence. Our franchisees recently took part in the independent satisfaction survey by Smith & Henderson and we were rated 95% in terms of overall satisfaction. This got me thinking about what makes a good franchisor and what franchisees should expect.
My experience of franchising tells me it is too often about the franchisors need as opposed to the franchisees. Our model is the polar opposite; we focus on –
- Franchisees should feel appreciated and valued.
- Rather than being dependent, franchisees should feel independent and entrepreneurial.
- Franchisors should include and consult with owners to give them. certainty in their business.
- Owners should be allowed to build businesses without glass ceilings
Franchisees can only be successful if they receive outstanding support from the franchisor. What does this support look like? Our system is built around and all about our franchisees – they are at the centre of our business not the other way around. In our sector – home care – franchisees can only give superb customer service if they feel fully supported by head office. Our objective is to have fully engaged franchisees with outstanding territories and support resulting in turnover and profits above the sector average.
The franchisor-franchisee relationship needs to be one of trust and there must be a win-win for both parties. The franchisee has invested their time, money and effort in the business so this must be reciprocated by the franchisor.
A good franchisor must not grow so fast that the support resources are spread too thin. Right at Home has a measured growth philosophy of 6-8 new offices per year. This way we can ensure we bring on board only the highest quality franchisees who are absolutely committed to providing quality care at home to their valued clients.
Providing the right level of training cannot be overestimated. We have invested heavily in training and development programmes which ensure franchisees are fully equipped to run a home care business and that they in turn can recruit and motivate staff who will go the extra mile in providing the best quality care. Our owners come from diverse backgrounds outside of the care sector so the training really has to be comprehensive, practical and absorbing.
Profit should not be the prime motivator for franchisors or owners. It is important that franchisees get a good return on their investment but in our sector we need people who also want to make a difference in their community and have a passion for caring for people. We want to be seen as the franchise of choice in the care sector and the company of choice for quality homecare in the local community.