Franchisee Resource Center

Many franchises incentivize minorities to join their systems. As president of the World Franchising Network Rob Bond puts it, these franchises "grease the skids" on behalf of minority candidates because they see value in promoting diversity among their franchisees. On account of a still-languid economy, however, many franchisors' approach has changed significantly in recent years. As Bond explains, “African Americans and Hispanics were being aggressively recruited five years ago to fill vacancies.” But today most franchisors are more concerned with trying to grease the skids for foreign investors with significant piles of investment capital.

Why do some team members underperform in their jobs while others fill their respective roles and more? It’s easy to spot which team members aren't pulling their weight, but understanding why they are underperforming and how to get them to work up to their potential is another matter.

The Item 3 disclosure requirements are complex compared to other items of the FDD, but they can generally be summarized as follows. In Item 3, franchisors must disclose:

During a recent conversation with a well respected franchisee recruiter, we discussed the qualities of an excellent listener. We came up with four different levels of listening. This franchisee recruiter explained that as he moved up in listening levels, he increased his results exponentially.

Even if you have all of the required start-up capital sitting in your bank account, and even if you have mentally prepared to invest a considerable sum into a franchise, you may be wary of risking your very bottom dollar for the new venture. There are alternatives, including raising debt or equity funding, but both of these options come with a set of benefits and drawbacks that you'll need to weigh carefully before committing to any particular path.

Facts that have been considered relevant to whether a franchisor might be exposed to vicarious liability regarding the conduct of its franchisees include:

Including administrative tasks, I would say 35 hours a week.

Franchise merger and acquisition talks always start with the best of intentions. After all, a well-executed franchise system merger can lead to enhanced scale (for increased buying power and leverage over suppliers), reduction of overhead and operating costs (through elimination of duplicate staff, departments, and locations), and increased revenue (through cross-selling of products or services, optimization of distribution channels, and bolstered brand recognition and standing in the eyes of prospective franchisees).

Whenever we have a tough decision to make, we always look at our value statement and then make our decision. Every member of our team makes a point to follow our code of values in everything they do, whether they are scheduling appointments or in the field cleaning carpets. Our code of values is to be F.R.E.S.H.