Business e-Book Collection August 2013 | Page 14

Conclusion I’ve written this Little Book to address some of the problems I’ve seen in franchise relationships in the past. I truly do believe that the relationship between the two parties one of the most important factors in making the business work. I also believe that if the relationships are correctly cultivated from the very beginning of the franchise relationship, there is significantly less chance that they will sour over time. How can the relationship be cultivated? By the Franchisor, it’s about making sure that once the training period is over, your Franchisee isn’t left to fend for themselves. They should continue to receive encouragement, congratulations and support. In person, where possible, over the phone or by Skype if not. Letters and emails won’t do it. If the relationship is going to deteriorate, it usually won’t be apparent until between six and twelve months into the relationship. That is the time when the Franchisor should be continuing to provide support for the Franchisee, so they don’t feel like they are going it alone. From the Franchisee’s perspective, they also need to make effort to cultivate the relationship – stay in touch, work with the Franchisor on new ideas you might have, join your franchise advisory council, and enjoy your business. Once you stop enjoying it, that’s when dissatisfaction creeps in. Make your workplace fun and satisfying. But also keep your Franchisor in the loop. By at least considering the thoughts above, I hope many of you will rethink your franchise relationships, and enjoy a better, brighter franchise future, and, as a consequence, more money coming your way. Enjoy!