Franchise Advice
Lawyers get involved. It doesn’t have to be this way. It is easier for franchisors with well-known brands because the franchisee understands that the sign over the door or on the van is winning them business regardless of their own eff orts. The brand has a value of its own despite the level of support that is required or received.
“Numerous
commentators tell us that employees are motivated by autonomy and a sense of being valued and important”
However, most franchisors operating in the UK are not that well known and don’t have a total national presence or reputation. Those franchisors need to work harder to ensure that their franchisees understand the value of the support over the whole agreement duration and continue to feel supported, encouraged, valued and upskilled. There are many franchisors who do this with success. Regular franchise development meetings and communications are not the whole answer. Franchisors need to be at the forefront of their own markets; they need to be researching and developing improvements to the business to pass on, and actively helping franchisees get not only from a standing start to comfortable, but from comfortable to very successful. Franchisors also need to hit the human
emotion button. Numerous commentators tell us that employees are motivated more by autonomy and a sense of being valued and important to the business rather than mere pay rises. Franchisees, while perhaps more entrepreneurial than your typical employee, still need to feel that their contribution to the network is valued. Franchisors who pay attention to mid-term, mid-range franchisees will hopefully fi nd that itches do not turn into scratches.
Russell Ford
Russell Ford is a director in the litigation department at Owen White Solicitors.
www.owenwhite.com russell.ford@
owenwhite.com
December/January 2017 |
BusinessFranchise.com | 27
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