Multi-Unit Franchisee Magazine Issue IV, 2012 | Page 69

Collaborative

Tension
the end of the day, both the franchisor
and franchisees want to push unit economics in the right direction and use
our collective best practices and how
things are designed so we both benefit,”
he says. Interestingly, Meineke’s annual
conventions are put on by the franchisor
and the franchisees in alternating years.
How FAs can add value

Glodowski says the Coalition of Franchisee Associations (CFA) is setting a
great example for franchisee associations searching for ways to add value
for their members. “The CFA spoke
for franchisees everywhere with the
Universal Franchisee Bill of Rights,” he
says. “They’ve done a fantastic job and
created tons of momentum. Now that
this has been accomplished, franchisees
want to know what their association can
do for them now.”
Also important, he says, “A franchisee
association has to show that it’s speaking
for all franchisees, big and small. They
have to show they’re doing something,
moving forward with benefits such as
marketing and operational assistance.
When you add value to the organization, it will continue to grow.”
The Meineke Dealers Association,
says Bonilla, has a purchasing cooperative that adds tremendous value for
its members. “We have paid out close
to $800,000 to constituents based on
their purchasing from co-op vendors.
If you’re a business spending $50,000
with vendor A who is not a co-op vendor,
and you can buy the same products at
the same price from Vendor B and get
a rebate that is sometimes a nice chunk
of change, why wouldn’t you do it?”
Years ago at Supercuts, the franchisee
association (whose members currently
comprise 75 percent of the franchisee
base) provided value to its members by
rallying the fight against the franchi 6