Franchisee Resource Center

In line with my 3-Ts (Train, Transfer or Terminate) philosophy, let me outline what I feel are some of the key things a prudent manager / leader needs to do to try to turn this sort of worker around.

This article briefly outlines some of the key factors -- brand identity, policies & procedures, expansion targets, and management systems -- that businesses need take into consideration when evaluating whether their concept is ripe for franchising.

Aristotle said that all persuasive arguments have 3 common elements, and he gave these elements some great names (which suspiciously sound like the names of the Three Musketeers):

The answers to these questions will depend on the language of your specific franchise agreement, although some general principles can be identified:

While these franchisees might think they are helping the brand, in fact it’s just the opposite.

In dealing with an individual distressed franchisee, the following questions need to be asked:

This article provides a brief history of some well-known franchisor bankruptcies of recent years -- including Denny's, Bennigan's, Steak & Ale, Original Roadhouse Grill, Cork & Olive, The Ground Round, Church's Chicken, Popeyes, and 7-Eleven -- with a look at the outcomes of these bankruptcies for both the franchisors and their franchisees.

However, once the ribbons come down and time passes, franchisees begin to recognize the challenge ahead and that, in many ways, they're on their own: regardless of the amount of support their franchisor provides, the franchisee is ultimately responsible for generating sales for his or her new business.