When advising new franchisees, the phrase “follow the model” is almost always part of the conversation. However, here’s the twist: the same principle should also apply to franchisors. I’ve explored both sides of that drumbeat.
The model matters
A business that’s ready to franchise should already have a proven prototype: a trading history, defined operations, a solid brand, a clear culture, and an established route to market. Once franchising begins, these elements must be tested in new locations with new people — the pilot phase.
Early franchisees operate under what you might call the “early adopter” version of the model. Their real-time feedback is critical. Every insight, every hiccup, every unexpected success — these should inform refinements to the system.
This evolution leads to a revised, stronger model, one that has been stress-tested and adapted for broader rollout. At this point, all franchisees should follow that updated model. It’s not just theory anymore it works. However, remember that even a refined model isn’t the final version.
The only constant is change
Franchise models are not static. Technology changes; customer expectations evolve; branding is refreshed; new routes to market emerge. These adaptations aren’t threats they’re lifelines.
A responsive, forward-thinking franchisor embraces innovation to boost franchisee success and sharpen customer service.
Listening is leadership
While franchisees are expected to follow the model, franchisors must also listen to their needs. Franchisees are the boots on the ground. They’re living the model every day — and sometimes, they see opportunities or inefficiencies no one else does.
That’s why feedback should be welcomed. Maybe not every idea will be implemented, and some may already have a proven reason to stay shelved. But the conversation must happen with respect, transparency, and mutual understanding.
Create ways to capture and respond to ideas, such as franchise councils, open forums, and suggestion boxes. Listening isn’t optional it’s a competitive advantage. If feedback is ignored, engagement declines, innovation stagnates, and resentment builds.
(The same, of course, applies in employer-employee and client-supplier relationships and even in affairs of the heart!)
Unity is non-negotiable
Let’s be clear: franchisees should never go rogue. Any proposed change must be approved and, if trialled, done in a controlled and collaborative manner. A failed trial should result in a firm “no” and that’s okay. It’s part of the process.
But the same applies to franchisors. Any initiative that begins with “don’t tell the others” is waving a red flag. Consistency is critical.
Exceptions, special dispensations, or quiet deviations create chaos. A network running on different models isn’t a network it’s a franchise waiting to fail.
And yes, changes to the model may sometimes wait until contract renewal, as outlined in the franchise agreement. But the principle remains: one system, one direction.
The bottom line
A thriving franchise is a living system stable, but adaptable. Rules matter. Structure matters. But so does communication. So does trust.
Franchisees must follow the model, remain curious, and communicate any perceived potentially advantageous changes before implementing them.
Franchisors must protect the model, but keep it current and listen to the people operating in the business. They should test content, challenge ideas, and invite feedback.
A profitable and consistent model for the entire network is the ultimate goal.
