FRANCHISE ADVICE


FOR Charlie sees clear value. “It depends how you define low-cost,” he argues. “It could be a lifestyle or part-time franchise, for example, a man-in-a-van business or a children’s activity brand. With low entry costs you can attract franchisees quicker and build national coverage faster.” Charlie cites a car valeting franchise


that he consulted for, that grew to over 100 UK locations: “The franchisor’s making an excellent return – and so are the franchisees.”


THE VERDICT Low-cost isn’t the issue – clarity is. “Every network is different,” says Phil. “It has to be


“e niso povides uidane and systems and te nisee upolds te bnd”


properly thought through.” Charlie agrees: “Get the model right – define what ‘low- cost’ really means, and make sure the franchise fee structure & commercial terms fits the franchise model.” Low-cost doesn’t have to mean


low-value, if expectations and support are aligned.


4 Handling conflict within the franchise is best done with a firm hand AGAINST


“The notion that conflict should be handled with a rod of iron is crazy,” says Rebecca. “Whilst firmness and clarity are essential, an overly rigid approach can damage trust and morale. Franchise relationships rely on mutual dependence – the franchisor provides guidance and systems, and the franchisee upholds the brand.”


FOR


Rob takes a firmer line. “The brand is the franchisor’s biggest asset,” he insists. “If conflict arises because standards are ignored, you’ve got to protect that asset. Being consistent and decisive shows good leadership and gives other franchisees confidence in the system.”


THE VERDICT Consistency is essential – but heavy- handedness isn’t. “Firm doesn’t have to


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