In the ever-evolving landscape of business, the franchise model stands out for its unique blend of uniformity and adaptability. Leaders in this space have the opportunity to take a stable, successful brand, and scale it to its limits. As such, the skill set required is much different to running an ordinary business. To excel, one must strike a delicate balance between consistency and flexibility, deeply understand the brand, and foster a culture of patience and astute hiring. In recognition of these factors, this article will develop six tools and techniques for franchise leaders to implement immediately.
1. Understanding What is Context Dependent and Independent
Franchises differ from ordinary businesses in one major way, they leverage the same, or a very similar business model across various contexts. Think of how similar your experience of McDonald’s is wherever you go in the world. This is because they discovered that their business model is highly context independent.
Now consider the conspicuous failure of Starbucks to launch in Australia. They failed to recognise the strength of the already developed coffee culture and, as a result, were largely unsuccessful in their enterprise. In short, they failed to recognise how context dependent their business model is.
When attempting to scale a franchise to different locations and contexts, leaders must first audit their business model and the various aspects of the new location, before applying the business model. These techniques are usually taught in courses like an online Master of Business Administration and a reminder of why formal qualifications are an essential part of franchise leadership. Failing to properly categorise aspects of a business model in this way, doom the franchise to failure before the doors even open.
2. Be Consistent With What is Independent
Suppose after the context audit has been completed and you have categorised some aspects of the business model as context independent what now? This is where the joy of a franchise enters. All you have to do is turn the key.
Early in franchise development, the founders work rigorously to develop a model that works optimally. This optimal business model, when found to be context independent, can simply be implemented without any changes. It is worth emphasising however, that it should be implemented without any changes. The experimentation has already been conducted and any imperfections in the design have been rejected and updated. Do not risk breaking what is already working well.
3. Be Flexible With What is Dependent
Flexibility is equally important, but it applies to the context-dependent aspects of the franchise. For instance, menu items in a food franchise might be tweaked to suit local tastes, or marketing strategies may be altered to resonate better with regional audiences.
This is why, when conducting the business audit, it is not enough simply to analyse the business, the new environment must also be front and centre. Successfully adapting a franchise business to a new context, increases the scalability of the franchise. If you are the one to crack into a new environment, the new found flexibility allows the franchise to remain relevant and competitive in different markets. As such, leaders should encourage innovation and experimentation within the bounds of the brand’s identity.
4. Focus on Hiring Practices
The people who run a franchise location are the face of the brand to the customers. They are what people think of when discussing the franchise. Customers will not care about any of the efforts put into advertising, or storefront design, or even price, if their service is poor and disordered. Therefore, hiring the right people is crucial.
Successful franchise leadership involves developing a keen eye for talent that not only fits the job requirements but also aligns with the brand’s culture and values. Investing in thorough hiring processes and continuous staff training can significantly impact the overall success of the franchise.
5. Understand the Brand
The business model on paper often takes too much of the focus of new leadership. A deep understanding of the brand is also essential for any franchise leader. This goes beyond knowing the products or services offered. It encompasses the history of the brand, its core values, target audience, and long-term vision. It provides a foundation for what is stable to customers, and should be maintained, context independently, wherever possible.
6. Be Patient
Finally, patience is a virtue in franchise leadership. Building a successful franchise takes time. It involves nurturing relationships, understanding and adapting to market changes, and steadily building the brand’s presence. New leaders are often excited to implement their new ideas, to shake things up, and to launch the franchise to the moon. However, understanding that slow growth, through developing a stable business model, will always win in the long run.
Leaders must be patient in their strategies, giving them time to yield results, and be prepared to make long-term investments in their people and processes.
Understanding what is context dependent and independent, and keeping the latter aspect stable and the former aspects flexible, will guide any new leadership to franchise success. This coupled with good hiring practices and a deep respect and understanding of the brand will ensure steady growth and success. That is of course, if the leadership can be patient. By mastering these six secrets, leaders can drive their franchises towards enduring success and growth.