Work Together !

To work together effectively and harmoniously, both the franchisor and the franchisees need to fully understand the nature of their relationship. To bring this to higher level of course is the primary responsibility of the franchisor. On the other hand the franchisee needs to keep an open mind about franchise business system even if there are aspects of it that they find difficult to agree with in the beginning. The franchisor has to be continually open to ideas that can further improve the business system of the franchise. These ideas will be contributed by the franchisees themselves. This is because the franchisees are in the front line of operations and will eventually have many operating insights to share with the franchisor.

Using what they have at their disposal is always the most efficient. One is sure; working with the franchisees regarding new marketing ideas can benefit the franchisor. Using their knowledge of the market and relationship with the customer can make a nature symbiotic of any campaign and it is essential to initiate a win-win scenario for both the franchisor and the franchisee. They can recognize the behavior of the potential customers and markets and help the franchisor to ensure the brand and the unique look of the franchise. By maintaining an existing customer loyalty and direct approach to the customer, like write testimonials (comments and feedback), they can get the most of their promotional materials. Repetition of a customer experience is fundamental for creating a successful franchise.

Besides working with the franchisees, the networking is still one of the most important marketing solutions available in their arsenal. First the franchisors need to establish their goals, define their objectives and key massages, and then make decisions through the customer’s eyes. They work on their customer growth with adding an online shopping and paying for their services and actually majority of the franchisors finds their franchisee on the web.

Local press and in store advertising can work for the franchise organization generation opportunities. The internet, social media and the web portals are still the most powerful and obvious tools which can be used in a myriad of ways to promote the franchise. Building a strong franchise brand takes persistence and patience and in order to achieve great success franchisors need to be consistently compelling.




Growth is of critical importance of any company. As the organizations expand, so does the demand for more effective management system, procedure, policy and collateral material used to support the franchisees. In a volatile market like today where the competition is getting tougher and customers are getting more resourceful, companies are finding it difficult to follow the market and expand their brand and gain new market share. In order to succeed, both the franchise owner and the franchisee must have well defined structure, capital, marketing vision, transparency and patience.
Many will say that one must constantly revisit that strategy to ensure that it reflects the needs and follow the trends of the ever-changing business and socioeconomic environment.
Companies generally are confident in their business strategies – they know what they want to achieve: more franchisees, more profit and stronger brand. The main challenge is how to get there, considering that every competitor is fighting for the same customer. Surprisingly, up till 18% of the respondents mentioned fighting Competition and Brand Protection as one of their
main challenges this year.


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Targething Pockets of Opportunities

Franchise organizations have always struggled to meet their needs for the administrative and professional services that support their core program work. Although some early efforts have been promising, outsourcing has yet to become the revolutionary business practice envisioned by its earliest and most ardent supporters. A brilliant and simple concept – let someone else handle your routine business processes so your company can focus on its core competencies. Companies are looking to outsourcing to help them manage their growth. Whether they’re expanded organically or by acquisition, their new girth is making the old do it yourself approach to back office business look increasingly less attractive.

Tracking customer profitability and credit issues becomes easier and the organization gains a better understanding of its cost base. By creating the right outsourcing relationship, the partners are able to share the risk of delivery while contracting for business outcomes using appropriate metrics.

On the surface, CEO may refuse to delegate control because they are unwilling to let go of control in order to really build a more effective organization. Much larger number leaders are unwilling to relinquish control because they do not think the provider really understands how their organization works. Or they may simply have a hard time justifying increasing overhead expenditures when no new revenue is on the horizon.

There are several reasons for outsourcing your work:

–        Reduce operating costs and reduce capital investments

–        Increased flexibility  and responsiveness

–        Increase organizational impact by allowing staff to focus on core business

–        Access to technology, skills and insights not otherwise available or affordable

–        Improving quality and providing an alternative  to building capacity in-house

–        Improved management and control

–        Improved credibility

–        Accelerating growth

Many of our respondents noted that they already outsource many functions (bookkeeping, It, PR, marketing). And like every model there must be some barriers to this.

–        Loss of  managerial control

–        Organization culture

–        Not wanting to be dependent on an external supplier

–        Inability to find specialized skills at a reasonable rate

–        Quality Problems

–        Protection of intellectual property and confidential or sensitive information

Back office functions, such as Information Technology (IT), Human Resources (HR) and Finance and Accounting (F&A), have executed complex and innovative strategies to deliver cost savings and improved service levels which seem commonplace today. With improved efficiency having already been achieved through activities such as outsourcing, where is the next competitive advantage for your organization?

Customer loyalty stratgies

Customer loyalty is a customer’s commitment or attachment to brand, store, manufacturer, service provider, or other entity.

Attitude towards a brand is favorable that reflects preference and commitment expressed over time.Includes emotional attachment and positive evaluation. The most important is the trust – willingness of customer to rely on organization, the feelings of closeness, affection, trust and respect.The trust reduces uncertainty and risk and that is why is the most important factor to offer.You can earned it by keeping promises and lost it by over-promising and under delivering.Look at your staff as customers, because your employees treat your customers the same way you treat the employees.

Let customers know what you are doing for them.Whatever method you use, the key is to dramatically point out to customers what excellent service you are  giving them.You must mention all the things that you are doing for your customers. otherwise they may not notice.Write long-time customers personal,handwriting notes frequently.Keep your emails personal.Remember special occasions and surprise your customer with gifts  of their birthdays, anniversary and holidays.

The end goal: Creating experiences that will make customers feel good about the reward product—and not irritated that they have to spend hours putting something together.The consequences of customer retention also compound over time, and in sometimes unexpected ways. Even a tiny change in customer retention can cascade through a business system and multiply over time. The resulting effect on long-term profit and growth shouldn’t be underestimated.


Importance of Branding

Developing  an effective brand should be at top of the list of franchise owners. Strong brand equals more franchisees and loyal customers. Branding can be accomplished through a company’s name, logo, web presence, slogan and much more.

The brand should persuade  consumers that a particular business is the only company that can provide a solution to certain product service demands, not only  a way for businesses to make themselves solely stand out from other companies. It should deliver a message in a clear manner and promote a business’ creditability in order to motivate consumers to make a purchase and encourages their loyalty.For a company’s brand to be effective, it must first identify consumers’ wants and needs.A good brand  can be found at the heart and mind of consumers. From their experience it becomes much easier to create an effective brand.The key elements in branding are the brand promise, brand personality and brand symbol.Franchisor should think of their brand as a tool to help drive performance  and a core ideology governing everything the organization does.Every franchise company understand the importance of the brand , but still  many entities have a few misconceptions about it.Some business experts say delivering a high-quality product or service is more important then effective branding, but businesses who have a good brand trigger  positive emotional experiences in consumers.There  is misconception that a company’s logo is  a brand.Company’s logo is an important part of its brand but it is not the whole of it.There is the online web presence, the way it reacts to negative reviews and most importantly, how its staff members conduct themselves.Others believe that branding is expensive. Sure, developing a brand can put a strain on business budget but is well worth the investment and without a brand a business will likely go under.

Cost reduction and efficiency strategies

In a growing franchise system, there will always be the need for cost reduction.Many of the franchise owners are struggling  with this so they are trying different strategies and approaches.

Here are some of them:

-Raw materials and stock

A variety of different initiatives have been undertaken to reduce the cost of raw materials and stock. Franchise companies, have negotiated new supply agreements that not only reduce costs, but also improve on-time deliveries, and in-store stock levels. They increase power over suppliers, and reduce costs, by attempting to increase co-ordination and volume of approved supplier purchases by franchisees.

Some companies have worked co-cooperatively or created alliances to address supply costs. For example, they recently sought to reduce its cost of goods by co-operating on product sourcing and business information with chains -which have more than 200 stores. This aimed to reduce costs through co-operating with a company that offers no competitive threat in the domestic market. Interestingly, not all attempts to reduce the cost of raw materials find favors with the public.

-Franchise set-up costs

Some companies have sought to directly address franchisee performance by focusing on set-up costs and made dramatic improvements to store design with a new store concept involving a prefabricated store that takes less days to build than their traditional outlets a new more compact and contemporary format – that not only looks more up to date, but also costs 30 percent less to build, and requires half the retail footprint. These changes should have a dramatic impact on profitability and return on investment.

– Efficiency and productivity

Smart companies are also looking for efficiency and productivity improvements. Not surprisingly, working very closely with suppliers to identify potential production and sourcing efficiencies, is working.  Expanding testing and use of labor saving equipment, and streamlining processes, including having many of their franchise restaurants change from standard beverage machines to automated ones.

Reduce its supply costs by establishing a centralized procurement division. The procurement function was designed to allow the company to consolidate purchasing of equipment, office supplies and other products, and centralize distribution and shipping of country bound items.

In one instance, the source of improvement went to the heart of the concept. Some companies tried to increase productivity and turnover by testing the removal of comfortable seating from their outlets.

-Staffing costs

Some companies are attempting to reduce overall costs by addressing staff related costs. In some instances, job cuts have been initiated. In other more long-term focused initiatives, companies have sought to address staff costs by introducing initiatives designed to reduce employee turnover.

When it comes to seeking cost, efficiency, productivity or profitability improvements, proactive franchise companies look to all aspects of the business. The big chain examples demonstrate that when it comes to seeking performance improvements, the most minor features, tasks and processes offer the potential for efficiencies and cost savings.

-Differentiation strategies

Cost reduction-oriented initiatives aren’t the only bright ideas employed by companies seeking a competitive edge over their rivals. Smart companies are also seeking to differentiate themselves from competitors in order to create a point of difference, build closer (and more meaningful) relationships with existing and potential customers, take market share, and build barriers to entry. Numerous examples are evident in the highly competitive fast food sector.

-Quality Improvements

Recent initiatives included promoting greater quality in a further attempt to differentiate companies from each other.  The quest for quality is obviously a serious one for.

-Brand value changes

One third of franchise companies have also attempted to differentiate their brand values. Testing and learning from experiences in other countries proved a fresh, sophisticated environment could generate increases in sales and profits. Companies introduce a range of healthy products and differentiate themselves from competitors by returning to social issues.

-Product/service/delivery changes

Several companies have also sought to improve operations by altering their price, product line and/or introducing new initiatives. Companies attempted to differentiate on price with a 1 euro value menu that was intended to stimulate traffic and better compete with their competitors. Also, they have been pushing franchisees to open 24 hours.

A number of technology inspired changes have also been implemented – presumably in the hope people will visit more often and/or stay longer (and therefore purchase more). Free Wi-Fi, e-loyalty card, paper loyalty cards, ordering products by mobile phone and Internet are just a small part of technology inspired changes.

-Store format changes

Many of the franchise chains have been reinventing their store format and concept in efforts to improve attractiveness and all-round competitiveness.