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Benefits offered by


franchise consultants ByBrian Duckett QFP, The Franchising Centre


I


am often asked what franchise consultants do all day, what benefits


they bring to a franchising project or established franchisor business, and if they are that good at it why aren’t they running a franchised business themselves? Here are the answers. Let’s assume that by franchise consultants we mean members of a firm of experienced and multi-skilled franchise practitioners, not individual operators who are failed marketing consultants or former franchise managers,who can’t get work elsewhere and who are filling in time until the next chance of employment comes along.


The stated role of a firm such as ours


is to take an organisation at any stage of its franchise development to where it wants to be in franchising and get it there more cheaply, quickly and efficiently than it could ever achieve with just its own resources. That may mean creating and


developing a new franchised offering for a successful business that wants to grow; helping an existing franchisor to achieve its domestic or international growth targets; recommending and implementing systems for monitoring franchisee performance and motivating franchisees; taking a holistic look at how a franchisor is performing against best practice and building a plan to address areas of shortfall to improve profitability for both franchisor and franchisees.


Interim role


It may even mean adding key players to the management team, or ourselves acting in an interim management role in order to make the business more saleable and attractive to a buyer when the time comes for exit.


It has often been said publicly by


Brian Smart, director-general of the BFA, that “There are four options open to a business that wants to create a franchised network.


“It can engage experienced, BFA- accredited consultants, have its staff trained in the principles and practice of franchising, employ a franchise executive


who has done the job well else- where, or it can make a mess of it.” Fortunately, a


business like ours helps with any of the first three options and that is


the major benefit we bring. Our team has worked with potential and practising franchisors of all sizes in all business sectors so we have seen all the different options for correctly structuring and managing a franchised network. We have seen the mistakes made by others, the consequences of poor decision making and the downsides of using inexperienced lawyers or accountants who don’t understand the nuances of franchising and how it works. We can stop our clients making similar mistakes, giving them access to more than two hundred years of combined experience of practical franchise management. In a not dissimilar way to the reasons


why a potential franchisee chooses to join a particular franchisor, as we have been there and done it several times before we can speed up the process of becoming successful. So if that’s what our consultants do and these are the benefits they bring, then why aren’t they running franchised business themselves? Mostly because they have already done it at a senior level for three or more franchisors previously in their careers, and have taken a conscious decision to use their experience to help many more businesses grow through franchising than they could by working full-time in one place. They also like the variety of their client base and the range of challenges that those clients bring to an active yet flexible lifestyle. For a more detailed look at how they


may be able to help your business grow through franchising, please contact us.


i 01904 561 598 www.thefranchisingcentre.com


Potential of


franchising THE potential of franchising to generate growth in jobs, new businesses and wealth has been shown by statistics in an interview with Jill McDonald, chief executive of McDonald’s UK, in the Sunday Telegraph.


The lessons are there for politicians looking for ways to turnaround the country’s continuing economic downturn. Figures reported by the paper were as


follows.


● Number of McDonald’s employees in the UK, 90,000.


● Percentage of franchised restaurants, 64 per cent (up from 45 per cent five years).


● Corporation tax paid by the company in the last year, £42m. This is in addition to the corporation tax paid by its 163 franchisees on their own profits.


● Investment in the company’s 1,208 restaurants over the past three years, £85m.


● Number of people served in the UK each day, 3 million.


McDonald (her name is coincidental)


was educated at the University of Brighton and was a graduate trainee at Colgate Palmolive. She joined British Airways in 1990 and rose to chief marketing officer. In 2006, she took a similar role with McDonald’s for the UK and Northern Europe and in 2010 was promoted chief executive. The Sunday Telegraph interviewwas


by James Quinn. Regional events


for women’s body A REGIONAL structure has been adopted by Encouraging Women Into Franchising (EWIF) following the running of the organisation being taken over by Louise Harris, of Wilkins Chimney Sweep, and Louise Bruce, of Big Red Box PR. It will now hold its meetings regionally around the country and the first has been held at the Guildford office of the law firm Stevens & Bolton, where Nicola Broadhurst is head of franchising. EWIF, whose aims are to encourage


more women to become franchisors and franchisees, will hold its main event, the presentation of its annual awards, in London on May 16.


April/May 2013 www.franchiseworld.co.uk 33


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