The goal is not just to expand globally, but to expand in a disciplined way that places your business in those markets where it is most likely to be successful.

While there are many fundamentals such as a having a successful domestic experience, sufficient capital, broad support within your own organization and a persistent commitment to achieve long-term growth, mistakes are always just around the corner.

So, you are ready to take your business global. Congratulations!

No doubt that it took much hard work and a considerable investment time, money and energy to reach this point and, likely, some advice from other International Franchise Association members who have gone before you to build successful businesses.  Lessons learned from them not only expedited growth, but protected you from some risky decisions.

As I promised during the 2015 IFA Annual Convention when I accepted the Bonnie LeVine Award, my commitment going forward is to take what I have learned about international franchising from my mentors and share it with others. So, perhaps the right place to begin would be with a recounting of some of the lessons learned during 20 years in international franchising.

Lessons for International Franchising

While there are many fundamentals such as a having a successful domestic experience, sufficient capital, broad support within your own organization and a persistent commitment to achieve long-term growth, the five most common mistakes and the resulting lessons are these:

Lesson No. 1 – Choose your markets and franchisees very, very carefully.
Lesson No. 2 – The best franchisee will struggle to overcome the challenges of a poor market.
Lesson No. 3 – A great market cannot compensate for a sub-performing franchisee.
Lesson No. 4 – There are no exceptions to Lessons 1, 2 and 3.
Lesson No. 5 – Don’t take shortcuts – you will almost certainly regret it.

In my experience, high-potential global franchise networks stumble right out of the gate because they ignored Lesson No. 1 – choosing markets and franchisees very carefully.  Why? Many reasons are likely, but there seems to be a universal impulse to take the first opportunity that comes along.  The importance of beginning with the end in mind cannot be overemphasized.  That means that the goal is not just to expand globally, but to expand in a disciplined way that places your business in those markets where it is most likely to be successful and into the hands of entrepreneurs who have the greatest potential to grow your brand into a model that others elsewhere will want to be a part of.

What are the critical ingredients that you absolutely must find in a market to increase your potential for success?  First, let me acknowledge that some may be concept-specific — the “selling coals in Newcastle” challenge, for example.  But others and the most important markets are consistent across concepts and cultures.

Consider the following at the top of the list:

• A business-friendly environment with appropriate levels of incentives for business development, supportive regulations, protection from those who would pirate your brand and business cultures which are free from corruption and economic and political stability.  It is easier to determine which markets meet these criteria than you may think.  The U.S. Commercial Service and the U.S. State Department can be of enormous help.  Perhaps the best way to narrow your list of potential markets is to just look where other franchise systems have gone successfully.
• Look for a franchise-friendly culture.  This is not the same as a business-friendly environment as many have learned to their chagrin. It means that for your business to flourish you must have a regulatory environment where franchising is understood and encouraged. IFA and each of the national franchise associations around the world are fantastic resources in this area.
• Look for economically-fertile markets where the economy and per capita income are high enough to support your business.

Following a Process

The process begins with identifying your top target markets, but it very rapidly comes to the question of finding the right entrepreneur in those markets. And, this is where the task of global franchising becomes even trickier. Think of it as finding the needle in the haystack – a lot of work, but definitely worth it in the end.

Let’s not go into the question of how to develop leads since there are many articles and experts who offer advice and assistance in this area.  Instead, I will speak to what may be even more important — the characteristics of a potentially-successful franchise partner for the right countries. Here the work is as much a gut feeling as it is science, but by following the right process you can absolutely find the right partners.

Let’s begin with the science, not really science per se, but with the hard facts that can lead you to well-informed decisions. It’s akin to putting all the candidates through progressively finer filters until you are left with only the best.

First of all, look for a proven entrepreneur, someone with a track record who gives you confidence that he can make your concept successful, too.  Check out the candidate’s financial strength and character with bank and personal and business references. Integrity rises to the top here as a characteristic you want. As you get closer to choosing your partner, try to get a sense of his business acumen, maturity of thinking and the seriousness with which he has thought through developing your brand. Ask the candidate to develop both short- and long-term business plans.

As you work through these progressively finer screens filtering out candidates who are not a good fit, you will eventually get to the point where you’re left with a decision guided in part by a gut feeling. It’s a relatively simple question:  Do you like the candidate? You should because you are going to be affiliated with this person for a very long time.  Think of it this way: The initial investment in time, energy and resources to ensure that you have fully vetted future partners is a small price to pay to ensure that you have the right person or organization you will be working with for many, many years.

Now, back to the five lessons.

Choose your markets and partners very carefully.  An “A” level candidate in a “D” level market is most likely destined for a mediocre performance and, perhaps, failure.  A “D” level candidate in an “A” level market will be the extremely frustrating to you. Don’t go there!  Worse, the damage to your brand and cost of making a change can be very high both in terms of financial cost and personal frustration.

Whatever you do, do not forget Lesson No. 4:  There are virtually no exceptions to lessons 1, 2 and 3.

But then there is Lesson No. 5:  Don’t take shortcuts. You can do well for your brand and your business by following Lesson No. 5, but remember, building an international brand begins by following Lesson No. 1 – choosing both markets and franchisees carefully. Do this and you will be well on your way to building a successful global business.

Good luck!

 Yoshino Nakajima, who was honored earlier this year as the recipient of IFA’s Bonny LeVine Award recognizing female leadership, retired recently from Home Instead Senior Care as the chief development officer for Global Markets and was active in the International Franchise Association’s International Leadership Committee. Find her at fransocial.franchise.org.

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Startup Franchisor fail, we all know. Business owners that are considering franchising their business should understand why before taking the plunge.

If an existing business owner is considering franchising their business then understanding why a startup franchisor can fail will provide a clearer perspective of what is key to success. Although data on the number of new startup franchisors is solely lacking, so too is which startup franchisors fail and why, here are some reasons that we have seen in these years.

Startup Franchisors Fail – Reasons Why

1. The business is not an appropriate model for franchising

Simply stated the business can’t be built into a successful franchise model. At the very beginning of the franchising evaluation process, it’s important to be cautious and objective when evaluating a business for a franchise. This means not relying solely on the analysis and opinion of a franchise consultant. Rather, you should do your homework and independent analysis. Consult with your financial and legal advisors and request they provide you uncensored feedback. Remember, if there are no franchises that are similar to your business, there could be a good reason why and it may not be because you’re smarter than others. Related to this issue is that the franchise model must be based upon a well-tested business with no major unsolved operating problems.

2. The business owner and staff lack the business skills to operate a franchise system.

This situation can manifest itself in several ways including the inability to lead or manage a multi unit organization. There needs to be management staff in place or in the wings that can help to operate the new franchise plus the existing business. When a business goes from one company to two management will be operating two separate businesses.

3. The business owner doesn’t fully understand the implications of franchising a business and what it takes to be successful.

The allure of franchising is such that a business owner may only see the success stories and not the failures. Developing and launching a successful franchise program, requires the right ingredients. Unfortunately, a good deal of emphasis is placed upon building the franchise and not the launch and development of the system. The next point presents a key.

4. The franchise model is appropriate and can be successful developed, however, there is a lack of capital necessary to build, develop and operate the franchise.

A major reason why a startup franchisor fails is a lack of capital to sustain the business during the launch of its new franchise. An often unanswered question is, if a startup franchisor had sufficient working capital could that enable them to overcome some of its shortcomings? Perhaps some could and others couldn’t. Some startup franchisors lack the working capital they need to launch and grow their new franchise. The cost of building the new franchise program including consulting and legal fees can cost a lot! And this is before any funds are spent on advertising, processing and closing new franchise transactions. A number of startup franchisors burn their capital on the building stage and when it comes to marketing and supporting new franchises the new franchisor lacks the necessary funds to continue.

The bottom line: Business owners that are thinking of franchising their business need to be cautious and understand what it takes to be successful. Understanding the reasons why a startup franchisor fails should be foremost in the minds of those considering the franchise route.

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Negotiating a Master Franchise Agreement can be complex, challenging and demands careful thought and patience.

International expansions of franchise systems have been increasing at a rapid pace for years.  For some franchisors, such expansions have proved to be very successful, but for others, the experience has been costly and frustrating. Often, one of the greatest areas of frustration is getting the master franchise agreement settled and signed, even when the candidate and the fundamentals of the deal are right.

Dividing up the Spoils and Job Allocations

Without a doubt, the most poorly handled issue in master franchising is the division of the front-end franchisee fees and continuing royalty fees for the unit franchises in the territory between the franchisor and the master franchisee. It is not unusual for the franchisor to base the decision on the allocation of these fees on the anticipated or desired return from the development of the system in the territory without serious or careful regard for how the master franchisee will finance the necessary development and support services for the unit franchisees. Mistakes with this issue will either ensure the demise of the master franchisee or reduce the quality and performance of the system in the territory.  Additionally, presenting unrealistic numbers to a sophisticated prospective master franchisee can wreck the deal.

The responsibilities for the development and administration of the system should be decided first as between the franchisor and master franchisee. Then the division of the various fees should be based upon the costs of discharging those responsibilities and only after that should the parties divide up the remaining “profits.”  Being able to provide proof of a careful analysis of these matters will go a long way to getting the deal done with the best candidate.

Selection of Unit Franchisees and Locations

Often, master franchisees want the right to select unit franchisees and locations within their territory, but franchisors do not want to abdicate the responsibility for final approval of franchisees and locations before the master franchisee has proven to be capable in these crucial areas.

By proposing an initial fixed number of franchisor approvals, subject to specific achievements of the master franchisee, with a resumption of the requirement of franchisor approvals in the future if other criteria are not met, the franchisor can overcome a common challenge to concluding negotiations.

Governing Law

Both parties are understandably more familiar and, therefore, more comfortable with the legal regime in their respective home jurisdictions.  To avoid another obstacle to getting the deal done, the franchisor should consider having the governing law of the agreement be the most appropriate law depending upon the issue, with some issues being determined by the law of a third jurisdiction acceptable to all.

While the governing law provision of the agreement will be more complex than usual, the extra comfort level of the parties will make it easier to finalize the agreement.

Franchising is one of the best and most efficient ways of expanding a business.  Once a solid foundation is built for the success of the system in the home jurisdiction, international expansion is a sensible and potentially profitable strategic choice.  A poorly executed international expansion can drain the resources of the franchisor to the point of destroying the entire system.  The moral being that it is less important what you do than how you do it.

Getting to yes, with the best candidates, for the right master franchise agreements can go a long way in ensuring that international expansions are profitable and satisfying for the franchisor.  The foregoing has only touched the surface of a complex and challenging area of negotiations.  It is not “rocket science,” but it does demand careful thought and patience.

By Edward (Ned) Levitt, CFE

Source: franchisingworld.com

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Negotiating a Master Franchise Agreement can be complex, challenging and demands careful thought and patience.

International expansions of franchise systems have been increasing at a rapid pace for years.  For some franchisors, such expansions have proved to be very successful, but for others, the experience has been costly and frustrating. Often, one of the greatest areas of frustration is getting the master franchise agreement settled and signed, even when the candidate and the fundamentals of the deal are right.

This article examines some of the most common issues that arise in the negotiation of an international master franchise agreement and suggests some solutions which might help to get the deal done.

The Territory, Franchise Fee and Performance Criteria

Most international master franchise arrangements provide that the rights are granted, usually on an exclusive basis, for an entire country or group of countries, such as the Middle East.

The prospective master franchisee often wants to lock up the broadest territory possible in the event the franchise expansion proves successful.  However, serious problems can arise when the exclusive rights granted are to territories which are far too large for the capabilities of the master franchisee.

Frequently, two sticking points in the negotiations are the amount of the initial franchise fee for the territory and the performance criteria, (usually the number of units required to be open each year) which, if not met by the master franchisee, are grounds for termination.

If the franchisor can forego the larger initial franchise fee for a series of smaller payments based on a per unit opened measurement, then a deal can be more easily achieved by allowing the master franchisee to “earn” the right to ever-increasing exclusive territories within the target country or group of countries.  This approach overcomes the fear for master franchisees who are paying a lot of money for a concept that is yet unproven in their country or region and still provides the franchisor with control over the development of the system within the broader territory. Prospective master franchisees want the term of the master franchise agreement to be virtually and sometimes actually, perpetual.

The term

Prospective master franchisees want the term of the master franchise agreement to be virtually and sometimes actually, perpetual.  Franchisors want to limit the term (including renewal rights) to a period of time that allows the master franchisee enough time to earn a good return on its investment and perhaps generate some capital gain on a resale.

Assuming the franchisor would be happy with a successful and thriving system in the territory regardless of the length of the term, the number of renewal terms could expand based upon specific performance criteria that achieve that result for the franchisor, beyond the usual number of renewal terms. The message to the master franchisee is, “You can have a very long term, if you earn it.”

By Edward (Ned) Levitt, CFE

Source: franchisingworld.com

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Franchisors are often sued for injuries occurring on the premises of their franchisees simply because the injured person and his attorney do not understand the nature of franchising.

Most franchisors prescribe standards for operation by their franchisees that are designed to produce the highest quality product or service in a clean, safe environment. However, franchisees do not always follow these standards, and even when they do, accidents happen. With some personal injury lawyers suggesting that every injured person has someone he can sue for his injuries, it is inevitable that lawsuits will arise and the franchisor will be named in the lawsuit simply because its trademark was on the door. This article will explain how a franchisor can reduce its exposure to liability for these actions.

The Theory for Suing the Franchisor

Franchisors are often sued for injuries occurring on the premises of their franchisees, or caused by a franchisee’s actions simply because the injured person and his attorney do not understand the nature of franchising.

They believe that every McDonald’s or Burger King restaurant is owned by McDonald’s Corporation or Burger King Corporation. That is why a telephone call to the plaintiff’s attorney is always the first step in defending these actions, as the attorney may be willing to drop the franchisor from the lawsuit when they learn the franchisor was not the owner of the business.

However, there are two legal theories by which franchisors can be liable for these actions. One is the concept of “actual control,” where the franchisor controlled the action that led to the injury, or exercised so much control over the overall business that it is treated as owning that business. The other is a theory known as “apparent authority,” meaning the customer thought this was a company-owned location.

Actual Control

The law has always recognized that if you have an employee or agent who acts at your direction, you are liable for their actions. A franchisee is not an employee, but if he is acting at your direction, and that direction causes injury to the customer, then you are liable to that customer, even though it was not your business. For example, if you tell a franchisee to cook food at a certain temperature, and that temperature is too low to kill bacteria, then you will likely be liable for the consequences of your franchisees’ actions when they follow your directions.

The theory of “actual control,” also arises when you control so much of the business activities of your franchisees that you are truly controlling the business. While you need to prescribe standards that relate to the delivery of your service or product, review your operations manual to be certain you are not trying to control other aspects of the business.

A good rule of thumb is that you can prescribe standards for everything the customer sees (with exceptions for pricing), but you should do no more than suggest “best practices” for aspects of the business that a customer does not see. The latter would include hiring practices, compensating and overseeing employees, dealing with suppliers of products and services not central to the system, and similar matters.

Likewise, your standards for producing and delivering your service or product should typically be minimum standards, including specifically addressing policies designed to prevent injuries, but giving franchisees discretion to go beyond your minimum standards or requirements where it is appropriate to do so (particularly in providing a safe environment for employees and customers).

Injured persons will often point to your operations manual, and the requirement of your franchise agreement that franchisees must comply with the operations manual, as evidence of your control of the business. Thus, beyond reviewing your manual and deleting unnecessary controls, you should include in your franchise agreement an acknowledgment by the franchisee that the manual is designed to protect your standards and systems, and your names and marks, and not to control the day-to-day operation of the business. If your manual includes suggested best practices, your agreement should also make clear that the franchisee is only required to comply with mandatory provisions of the manual.

Apparent Authority

Even when you do not control the franchise business, you can be held liable for the actions of your franchisees if the public (or an employee) does not know that you do not own the business. There are, however, a number of ways to protect against such a claim.

In a business such as a restaurant, hotel or retail store, which has a physical location, there should be a prominent sign showing the name of the owner of the business and the fact that they are a franchisee of your brand. For example: “This Amy’s Lemonade stand is owned by Local Franchisee, LLC, an independent franchisee of Amy’s Worldwide, LLC.”

Some franchisors will even present the sign to their franchisees at the conclusion of the initial training, as a plaque recognizing they are ready to open their business. For this sign to be effective, the franchisee must place the sign in a prominent location where every customer will see it, such as on a front door, or by a front desk, ordering station or cash register. If the business has multiple points of entry, or a drive-through window, it would be a good idea to have a second sign.

For service businesses and franchises that are not destination businesses, this notice should be placed on proposals, order forms, and contracts with customers, preferably at the top or just above the customer’s signature. Further, any contract the franchisee signs with its customers should contain the legal name of the franchisee with whom the customer is contracting.

Consumer advertising is also a place where you can make clear to consumers that you do not own the business they are patronizing. Phrases such as “each location independently owned and operated,” on all advertising materials (including your website), tells prospective customers that you do not own every location. While it only takes one notice to alert a customer that an independent franchisee owns the business, the more places you can put these notices, the less likely someone will credibly claim they thought you owned the business.

When All Else Fails

Despite your best efforts to select qualified franchisees, establish policies designed to prevent injuries, avoid controlling the business of your franchisees, and educate the public as to the ownership of the business, you may still be named in a lawsuit. There will also be plaintiff’s attorneys who refuse to understand the franchise relationship or demand payment of “ransom” to go away. Your franchise agreement should have a provision requiring your franchisee to indemnify you in these situations.

Because franchisees do not always have the resources to make good on their indemnifications, your franchise agreement should contain provisions requiring your franchisees to obtain insurance and name you as an additional insured. It generally costs nothing for franchisees to name you as an additional insured, and when they do, you will be able to tender the claim to the franchisee’s insurance company, rather than to your own attorneys. Review your insurance provisions with a qualified insurance broker to be certain the insurance requirements are sufficient for your particular business.

Obtain an annual certificate of insurance from your franchisees, confirming they have purchased the required coverage and named you as an additional insured. Doing so is a final safety net in trying to avoid the high cost of litigating these vicarious liability claims, and bearing the ultimate responsibility for the actions of your franchisees.

Source: franchisingworld.com

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Franchise recruitment and development is the critical component of expanding a business using franchising as a growth strategy.

The question we keep hearing is, “How do we recruit better and more qualified candidates?” As franchisors seek eligible, competent, franchisees to increase their businesses, they realize that the strategies for success used in the 20th Century are ineffective in the 21st Century.

The “good old days”

As times change so must franchisors, particularly in their approach to the generation, qualification and granting of franchises to qualified individuals and entities. To be a successful franchisor in the 21st century the practices used to grant franchises in the 20th Century, are ineffective. Franchisors need to redesign their strategies to best meet the needs and expectations of the 21st century candidates. Franchisors need to create an environment where the customer is the focus of everything and everyone in the company. Franchisors must grant franchises only to those qualified individuals and entities who will implement their systems, fully, completely, and consistently, resulting in the acquisition and retention of VERY satisfied, loyal, frequent user Promoter customers who will build their Brand.

the 21th century

To bring your business into the 21st Century, Management 2000 had identified four primary areas of focus: Philosophy, Process, Technology and People

Every Brand needs to have state-of-the art marketing strategies and tactics, using website optimization tools and social networking sites. Brands need to take advantage of proven technologies to interact with the candidates. All processes for handling the candidates, from first contact through signing the franchise agreement or area development agreement should be streamlined.

17 Must for recruitment

To understand a successful franchise recruit system from 30,000-foot overview, we have listed 17 things to help you recruit better-qualified candidates.

1. Follow a process.
2. Stay in control.
3. Framing the process of granting a franchise (not “selling” a franchise) as a “Mutual Decision-Making Process” designed to: “Help you decide if our company is the best opportunity for you, at this time in your life, to help you achieve your personal goals for income, lifestyle, wealth, equity, and debt elimination, and for us to decide if you are the best person/entity to help us achieve our goals.”
4. Existing customers are the “diamonds in your backyard” and are often overlooked as the most ready, willing, and able to become your franchisee.
5. Existing franchisees opening new units as part of their personal business plan.
6. Existing franchisees giving you referrals and recommendations, especially in other markets.
7. Making the candidate the “center of the universe,” and not you, your concept or your franchise. The “mutual decision making process” is not about you, it is about the candidate or entity wanting to decide to become your franchisee.
8. Identifying and eliminating “deal breakers” in the very beginning of the process.
9. Having a web site dedicated to franchising (and make sure there is a reason for them to call you after they look at your web site).
10. The use of technology to help qualify and interact with the prospects, inquiries, qualified individuals and entities, while making a decision about whether or not to grant a franchise.
11. Having a behavioral based profile that has measurable criteria.
12. Ensuring the candidates have the correct understanding of franchising and of the terms: initial fee, royalty, territory, what “granting” means, what is “granted.”
13. Using the power of the principle: “Personal Goals Drive Business Goals.”
14. Using the power of the principle: “Decisions are made on emotion, not intellect.”
15. Using financial disclosure information.
16. Using a Qualification Specialist, either real or virtual.
17. Having very specific “must haves” and “like to have” profile for the candidate.

Before you start the franchise recruitment process, you must identify your ideal candidate, and the qualifications he/she must have and tailor your franchise recruitment process to that end.

Take the time to analyze your processes and determine how they can be used to discover qualified candidates.

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Training Guarantees Success but not everybody is up-to-date.

With the widespread use of technology in the twenty first century, franchise recruitment has changed drastically. Potential franchisees research possible franchise opportunities on the internet. How do you grant franchises to excellent candidates? For franchisors, the whole way of choosing qualified candidates has also changed. Choosing the right candidate the first time, will reduce turnover and allow you to build a strong customer-centric team to share your vision of success.

How are your franchisor/ franchisee relationships?

Are your Field Consultants viewed inspectors who only visit the franchisee to check for compliance violations?  Or are they seen as true business consultants involved in a strategic partnership with the Franchisor and the Franchisee with common business goals?  The goal of Field Consultants is to help the franchisee understand how the franchise relationship will help them succeed. Field Consultants will learn how to change franchisees behaviors, and their own, to increase the franchisees success.

Training Guarantees Success

For many franchise systems the big question is how do we increase unit revenue and profits? Understanding what the customer values is one of those keys. Before we can understand what the customer wants, we need to know who our customers are and where our customers are. How do we keep existing very satisfied, promoter customers and recruit new customers? These are just some of the keys to increasing profit and growth on a unit level.

As with anything worthwhile, practice makes perfect. You need to train yourself and team members consistently, to take advantage of the latest advances in technology, and implement innovative changes to grow your business.

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“A franchise is a type of business that is the same everywhere you go.”

“McDonald’s is a franchise. So are KFC and Burger King.”

Those answers are all correct. But, there’s more to franchising than just uniformity.

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What is Franchising? It’s the same old question.

Franchising has been around for centuries and has been used in numerous industries. The main problem people in the franchise community face, is the misconceptions others create about the business strategy. Many think that when you are a franchisee that you are “buying a franchise.”

To be perfectly clear you are investing your assets in a system to use the brand name, operating system and ongoing support. Ultimately every franchisee in the system is licensed to use the brand name and operating system in the way and format specified by the franchisor. In other words they accept the right and the obligation to fully, completely, and consistently implement the Intellectual Property [IP] of the franchisor exactly the ways the franchisor prescribes the IP is to be implemented. And they agree to implement any changes to the IP immediately upon notification of the changes.

Franchising is one of three business strategies a company may use in capturing market share.

1. Franchising is a business strategy for getting and keeping customers.
2. It is a marketing system for creating an image in the minds of current and future customers about how the company’s products and services can help them.
3.  It is a method for distributing products and services that satisfy customer needs.
4. It is a strategy for building a Brand
5. It is a strategy allowing a franchisor to simultaneously enter, penetrate, develop and dominate multiple markets simultaneously.

Basically franchising is an alliance strategically planned out among groups of people who have specific relationships and responsibilities with a common goal to have the majority of a market share. Meaning to get and keep more customers than the competitors.
The difference between opening your own business or becoming a franchisee of a brand is, when opening your own business you are independent and when you operate a franchised location you are interdependent.

Franchising is a network of interdependent business relationships that allows a number of people to share:

– A brand identification
– A successful method of doing business
– A proven marketing and distribution system

The business relationship is a joint commitment by all franchisees and the franchisor to get and keep customers.

Legally you are bound to get and keep them using the proscribed marketing and operating systems of the franchisor. To be successful in franchising you must understand the business and legal ramifications of your relationship with the franchisor and all the franchisees. Your focus must be on working with other franchisees and franchisor’s team members to market the brand, and fully use the operating system to get and keep customers.

Other franchisees and company operated units are not your competition. The opposite is true. They and you share the task of establishing the brand as the dominant brand in all markets entered and reinforcing the customers’ familiarity with and trust in the brand. So in this respect you are working as a team with others in the system. Other franchisees share with you the responsibility for quality, consistency, convenience, and other factors that define your franchise and insure repeat business for everyone. Increasing the value of the brand name is a shared responsibility of the franchisor and franchisees.

| By Andrew Erskine

Source: mgmt2000.com

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