Whatis a Franchise?
What is a Franchise?
How does a franchise differ from a business opportunity?
How does a licensee or agent system differ from a franchisemodel?
What is a master franchise?
What is a tandem franchise?
As a prospective franchisee, is it advisable to requestaccess to the franchisor’s financial records to assess the stability of thecompany?
How should one go about evaluating a franchise opportunity?
What is usual practice when it comes to the franchisorscreening and vetting franchisees?
What should a comprehensive Disclosure Document include?
When should I expect to see the Disclosure Document?
Will the franchisee have to sign a confidentiality agreementbefore the Disclosure Document is handed over?
What are the typical terms and conditions of an agreement?What should a comprehensive Franchise Agreement include?
Are there particular clauses that prospective franchiseesshould be mindful of or look to include?
Do I need a lawyer to look at the agreement? What would theybe checking?
Do agreements have a cooling off period?
Is there legislation that governs franchising in South Africa?
What is the role of FASA in South Africa?
What is the criterion for membership for franchisors?
How will I, the franchisee, be affected by Capital GainsTax?
Will I, the franchisee, be affected by the New Credit Act?
What does the upfront fee cover?
When and how is the fee usually paid?
What does working capital cover and how much will thefranchisee need?
What can the franchisee expect to pay in terms of ongoingpayment?
What should new franchisees expect from the franchisor interms of an operations manual?
What should the new franchisee expect from the franchisor interms of scouting for and securing a location?
What should the new franchisee expect from the franchisor interms of training and support?
What should the new franchisee expect from the franchisor interms of marketing assistance?
TheBuy & Sell Options
Is there an ‘out’ of the agreement, should the franchiseewish to sell their franchise?
After what period is a franchisee able to sell theirfranchise?
How does a franchisee go about selling?
Is there a benefit to buying a re-sale franchise?
How should one evaluate a re-sale franchise?
Whatis a Franchise?
The Franchise Book of Southern Africa 2006notes that, according to FASA, “A franchise is a grant by the franchisor to thefranchisee, entitling the latter to the use of a complete business packagecontaining all the elements necessary to establish a previously untrainedperson in the franchised business and enable him or her to run it on an ongoingbasis, according to guidelines supplied, efficiently and profitably.”
You could compare franchising to a landlordand tenant situation: someone owns a house and lets someone else use it for afee. In a business setting, the ‘landlord’ would be the franchisor who owns abrand, copyright, trademarks, know-how and other intellectual property, andlets someone use them in return for reimbursement.
A franchise in its simplest form can be atrade name franchise, where the franchisee pays for the right to use acompany’s trademark and name – as in the case of many motor vehicle outlets –or a full business format franchise, which includes the use of a range ofintellectual property.
It’s a unique business model, because althoughthe franchisee owns his or her store, they’re merely renting or using theintellectual property.
The success of franchising often stems fromthe fact that consumers know that they can expect the same product, look andfeel and quality of service, no matter which franchise outlet they utilise.
Howdoes a franchise differ from a business opportunity?
Let’s take the example of starting your ownpizza restaurant, or buying a franchise outlet. When you buy a franchise, yourpurchase includes the right to use the franchise system’s methodologies,systems, recipes, copyright, brand and all other intellectual property. Thebrand name is hopefully already established and has recognition in themarketplace; and because of that, it has commercial magnetism – it will attractcustomers. The business model has also hopefully already been refined, and istherefore successful – it’s in a developed or advanced state of operation.
If, however, you’re starting your ownbusiness, you may have to go through the teething problems associated withdeveloping your own systems, recipes, brand and reputation.
Statistics show us that 80% of newfranchises are successful, compared to 20% of other new businesses.
At the same time, you must choose thefranchise you buy into with care. Factors like location, or appointing thewrong manager can impact on success. Also, if the franchise system is notrefined, you will duplicate the original mistakes or inadequacies in your ownoperation.
Howdoes a licensee or agent system differ from a franchise model?
Essentially, franchising is just asophisticated form of licensing. Under a license system, someone ownsintellectual property, and allows someone else to use it. Importantly, in afranchise system, the franchisor owns their own business, as does thefranchisee – they are two separate entities.
Under an agency system, an agent acts forand on behalf of the principal, as if he is the principal entity.
The two types of contract or structures aresimilar in that one will find similar types of contractual provisions in each.Both will have provisions such as who will do what, where and how.
Whatis a master franchise?
Imagine there is a franchisor operatingoverseas. They’re interested in setting up operations in South Africa,but they do not have the infrastructure or wish to establish a business herethemselves. They may therefore appoint a master franchisee, a person who willroll out the operation in this country and manage it. Master franchises areintermediaries – although not franchisors, they perform the same functions,opening stores, managing franchisees and so on.
Whatis a tandem franchise?
This is where two franchise systems havesome sort of symbiotic or complementary relationship, for example a fast foodoutlet next to a video hire outlet or a smaller franchisee outlet or kioskwithin a larger different franchise outlet.
As aprospective franchisee, is it advisable to request access to the franchisor’sfinancial records to assess the stability of the company?
Yes, but the franchisor may decide not togrant such access. That’s because you’re buying a franchisee outlet, so theinformation which is relevant to you is the viability, performance andfeasibility of that outlet and other outlets, not the financial records of thefranchisor company itself. It’s like buying a car – you need to know about thecar’s features, not the features or finances of the company that manufacturedit.
Howshould one go about evaluating a franchise opportunity?
A Disclosure Document is a key tool inevaluating a franchise and helping a potential franchisee make an informeddecision about buying into a specific franchise system. The document shouldinclude a feasibility study, exactexpenses, start-up costs, the training furnished, employee requirements, andhow long it will take for the franchisee to break even.
You should also ask for the names andcontact details of other franchisees who will be able to tell you whether forexample, the actual performance of the business system meets its projectedtargets.
Whatis usual practice when it comes to the franchisor screening and vettingfranchisees?
Many franchisors have adopted assessmentmodels from industry consultants such as Franchize Directions and FranchisePlus. These may be compared to sophisticated application forms which screen outpeople who are unlikely to be successful as franchisees in that system; just asa company requests a potential employee to undergo a personality assessment.
This is important, because the success of afranchise often depends on the selection of the right type of person as afranchisee. Screening therefore aims to ensure a match between the strengths,skills and attributes of the franchisee and the requirements of the franchise.
Franchisors will look for people who canwork alone and are independent self-starters; a crucial factor, becausealthough your franchise is part of a broader network, it operates as your ownbusiness. As such, the ability to think as an entrepreneur is a plus. Considerwhether your interests are in tune with the business – if you’re consideringopening a DVD franchise, will you be prepared to chat to people about theirchoices when they ask for advice? Remember that your franchise will require alot of input, especially as many franchisors insist that franchisees managetheir outlets. Do you have what it takes to deliver on the business’srequirements, and are you prepared to put in the effort?
Whatshould a comprehensive Disclosure Document include?
The document should outline the salientfeatures of the franchise, its characteristics, details and a feasibilitystudy.
First, it will list the contact details ofthe franchisor, the names and details of the shareholders and senior employeesof the franchisor, as well as the company’s background, history and structure.Next follows a description of services and products, together with the factorsinfluencing success; the details of the franchisor’s initial and ongoingsupport and training; an outline of the contents of the procedural manual;total investment required (including a breakdown of the franchise royalties,administration fees and working capital) and a short feasibility study. Detailsof other franchisees should be included. Any past and present financialdifficulties of the franchisor and franchisee must be noted, along with thefull details, requisites, equipment, layout and proposed sites for an averagefranchise outlet. Finally, the Disclosure Document will include a summary ofthe Franchise Agreement.
The purpose of the document is to ensurethat the potential franchisee has sufficient accurate information to help themassess the franchise operation, and make an informed decision about whether toenter the Franchise Agreement or not.
Whenshould I expect to see the Disclosure Document?
As soon as you request it. The DisclosureDocument is often used as a selling tool by the franchisor, so they willusually be willing to let you peruse it if they believe you have a real interestin buying into the system.
Willthe franchisee have to sign a confidentiality agreement before the DisclosureDocument is handed over?
Probably not – although you would berequired to sign the Franchise Agreement or a Confidentiality Agreement beforeyou receive additional information. It’s not usual practice to signconfidentiality clauses this early because the information contained in aDisclosure Document is often not especially sensitive.
Whatare the typical terms and conditions of an agreement? What should acomprehensive Franchise Agreement include?
The agreement will first identify anddescribe the parties (franchisor and franchisee) involved. It will thenidentify and record the intellectual property rights available to thefranchisee through the franchise arrangement, along with definitions offranchised business, intellectual property and so forth.
Next, it will detail the grant of thefranchise: whether it is an exclusive, sole or ordinary franchise. Informationabout payment is also included (the franchise fee, royalties, advertising,administration fees and working capital).
The Franchisors’ Obligations (initial andongoing) are outlined, as well as the obligations of the franchisee (alsoinitial and ongoing).
Further information contained in theagreement relates to use of trademarks; the operating manual; conditions aboutchange of ownership, death and incapacity of the franchisee and termination;conditions of restraint; disclosure, suretyship, confidentiality, a possibleprovisional period, as well as general clauses.
Arethere particular clauses that prospective franchisees should be mindful of orlook to include?
Pay special attention to the grant clause,as this will determine whether you are the sole franchisee operating in acertain territory (exclusive grant); whether the franchisor may also operate anoutlet in the same territory (sole grant); or whether there are no restrictionson the number of franchisees who may operate in that area (ordinary grant). Thenumber of operators naturally impacts on your ability to turn a profit.
Make sure you have a thorough understandingof the franchisor’s obligations. Bear in mind that although the FranchiseAgreement may appear to be onerously biased in favour of the franchisor, it isin the interests of all involved in the franchise system to ensure that thereis consistency in branding, service, product and the like. There must be abalance, however, and this is where the franchisor’s obligation to develop thefranchisee and provide guidance is key.
Do Ineed a lawyer to look at the agreement? What would they be checking?
It is advisable to ask a lawyer whospecialises in franchising – and has experience in this area – to review theFranchise Agreement. They must ensure that there is balance, especially interms of the franchisor’s obligations; that the royalty fees are reasonable;that the business model is commercially viable and that all aspects of theagreement support the success of the franchisee rather than limiting it. Thisis vital, as an agreement may look simple, but any areas that are not correctlyunderstood may have severe repercussions.
Doagreements have a cooling off period?
The cooling off period is usually 14 days.This is a FASA recommendation, according to FASA’s Code of Ethics andguidelines for Best Practice, but it is not legislated.
Isthere legislation that governs franchising in South Africa?
The Competition Act makes it unlawful for afranchisor to fix prices for a franchisee’s products and services. TheCompetition Commission also has concerns regarding exclusive suppliers andterritories. The latter may however not be prevented if there is vigorousintra-brand competition.
The Consumer Protection Bill is currentlyin its third draft form, and is due to go to Parliament shortly. The Bill willaffect all franchises – current and future – in South Africa. The intention is forthe Bill to function as a Consumers’ Bill of Rights, and it introduces asubstantial number of new considerations in terms of fairness and equity. TheBill will probably enforce full disclosure upfront, and make it possible tocancel an agreement if such disclosure was not offered or if it misrepresentswhat is sold. That’s important, because one of the biggest problems facingfranchisees at present is that their purchase of a franchise does not matchtheir expectations, either because a franchisor has puffed up the businesssystem’s success, or because they have not known the right questions to askconfirming that success. The Bill will assist in avoiding such pitfalls, byensuring that fuller relevant information is disclosed upfront.
Whatis the role of FASA in South Africa?
FASA aims to promote ethical franchising inSouth Africaand ensure that international best practice is upheld. The association is avoice for the industry, provides a support and networking function forfranchisees, hosts a reference library, and offers a mediation service insettling complaints. FASA further hosts the International Franchise Expo, whichmatches franchisors with potential franchisees, and the FASA Awards forExcellence. The body, which is now in its 30th year, has done much to advancethe development, professionalism and ethics of the franchising industry in South Africa.
Whatis the criterion for FASA membership for franchisors?
Members must meet and maintain FASA’srequirements. They must lodge with FASA a Franchise Agreement that is compliantwith the association’s ethical code and best practice guidelines, along with anOperations and Procedure Manual and a Disclosure Document.
Howwill I, the franchisee, be affected by Capital Gains Tax?
There may be a Capital Gains Tax payable ifyou sell your franchise.
WillI, the franchisee, be affected by the New Credit Act?
Yes, inasmuch as any other industry isaffected. If the franchisor has funded the franchisee, or granted a loan, theywill be regulated according to the terms of the Act.
Whatdoes the upfront fee cover?
In a turnkey franchise situation – wherethe franchisee purchases a complete store – the upfront fee includes fixtures,fittings, equipment, opening stock and the cost of setting up the store. Thecost of training is also taken into account, along with the franchisor’smanagement and legal costs and the goodwill element of the brand, which will bemore expensive in developed franchise systems. The upfront fee of an operationwhich is not a turnkey franchise will cover similar costs, but it may be brokendown differently. You may, for example, spend the same on purchasing stock andsetting up the store, but this money will be spent with suppliers and possiblynot directly with the franchisor.
Whenand how is the fee usually paid?
It’s usually paid into a trust account, ordirectly to the franchisor on signature of the Franchise Agreement (or shortlythereafter).
Whatdoes working capital cover and how much will the franchisee need?
That depends on the business itself. Veryfew franchises can cover their costs from month one, so you will needsufficient funds to cover – or at least partially cover – the business’sexpenses at least until the business breaks even. The feasibility studyincluded in the Disclosure Document is a guide to how much working capital isrequired.
Whatcan the franchisee expect to pay in terms of ongoing franchise fees?
The ongoing fees may be termed managementservice or royalty fees. This is usually calculated around 25% of thebusiness’s net profit, or a percentage (usually up to about 6% or 8%) of grossturnover. This monthly fee is for the continued use of intellectual property,as well as administrative and management services provided by the franchisor.Monies paid for marketing should go into a separate, independent fund which ismanaged by the franchisor in consultation with the franchisee. This sum isusually about 3% of turnover.
Whatshould new franchisees expect from the franchisor in terms of an operationsmanual?
It is not a legal requirement to provide anOperations and Procedure Manual, although it is a FASA requirement. Thisprovides a blueprint for the operation of the franchise.
Whatshould the new franchisee expect from the franchisor in terms of scouting forand securing a location?
This differs between systems. In somecases, the franchisor finds a location, then looks for a franchisee to operateit. On the other hand, the franchisee may approach the franchisor because hebelieves he has found an optimal location, in which case the franchisor willevaluate it. It’s important that both parties are satisfied that the locationis a good one.
Whatshould the new franchisee expect fromthe franchisor in terms of training andsupport?
The franchisor should provide adequate andappropriate training, which is sufficient to allow the franchisee to carry onhis business effectively and efficiently. Training usually takes place on aninitial basis, but may be ongoing as the business requires. This should beoutlined in the Disclosure Document.
Whatshould the new franchisee expect fromthe franchisor in terms of marketingassistance?
This is broad and varied, because itdepends on the requirements of the store. For example, if the franchise systemis brand new and is not nationally known, it makes sense to advertise locallyat first. However, if the franchise is part of an established and nationalnetwork, less investment in local marketing may be required. The franchisorusually assists with the initial marketing, public relations and a grand opening,but this again depends on the franchise system’s level of development. Thefranchisor’s obligations are also influenced by the money available in themarketing fund.
Isthere an ‘out’ of the agreement, should the franchisee wish to sell theirfranchise?
There usually is an out; however, thefranchisor must consent to your sale to a new franchisee, so that they can besure the new franchisee suits the business requirements. It’s advisable toexamine your Franchise Agreement to determine whether there are any restraints,and how long that restriction is. The franchisor may be entitled to apercentage of your sales fee, particularly if further training for the newfranchisee is needed.
Afterwhat period is a franchisee able to sell their franchise?
This is dictated by the terms of theFranchise Agreement.
Howdoes a franchisee go about selling?
The sale is conducted in conjunction withthe franchisor, as their consent must be obtained before the sale goes through.The franchisor may be able to put you in touch with prospective franchisees, oryou may advertise as you would with any other business. The franchisor oftenmakes the ultimate decision about whom the franchise is sold to.
Isthere a benefit to buying a re-sale franchise?
Yes; you’re buying a business that ishopefully already established and has ironed out any initial problems. Yourstaff will have received training, you are likely to have a regular clientele,and the business may also be generating profits. There’s no guesswork about theviability of the franchise (as when buying a new outlet), because it will havebeen in operation for some time. Be careful, though, that you don’t overpay forthe business – carefully consider the information including financial informationprovided.
Howshould one evaluate a re-sale franchise?
Evaluate the outlet using similarinformation as if you are buying a new one. The difference here is that theoutlet would have been trading for some time so having a look at its financialrecords and speaking to existing staff regarding performance of the outlet andany difficulties experienced will be very useful.
Choose A Job You Love, And You Will Never Have To Work A Day In Your Life
Join Col’Cacchio’s 26-year-long love story.
- Joining fee: R125 000
- Monthly management fee: 6% of turnover
- Monthly marketing fee: 2% of turnover
- Total investment: approx. R2.5m to R4.2m (turnkey) Size: 140m2 to 350m2
- Unencumbered cash (before loan): 50% of total investment
(Above figures exclude VAT)
“Owning your own restaurant is like owning your own future.” – Dominic Dempers, Franchisee Durbanville, Belvedere & Meadowridge Cape Town
We’re looking for passionate franchisees who will love our brand as much as we do.
Why you should join this delicious success story
- Assistance with site selection & lease negotiation
- Store design & build
- Full training provided for management and staff
- Marketing & operational support
- Product innovation & menu development
- Efficiency in all systems
- Healthy margins.
“Our journey started with a single restaurant on the foreshore with the aim to serve the very best pizza around” – Greg Mommsen, Business Developer Director
“Watching this brand grow and empowering people has been immensely rewarding. We have staff that have been with us for over 20 years. It’s like a family, we work hard, we laugh, we cry, we celebrate and of course, we eat a lot of pizza.” – Michael Terespolsky, Founder and Managing Director
“Becoming a franchisee is an amazing opportunity to join the family and become part of the Col’Cacchio success story. We’re 100% behind out franchises at every step, making sure that we all continue to learn and flourish” – Greg Mommsen, Business Developer Director
“It has been filled with challenges along the way, but all the rewards have made every moment worth it.” – Michael Terespolsky, Founder and Managing Director
Visit www.colcacchio.co.za or call Tarryn Godley on 084 800 7264 and let’s get this adventure going.
Smoothie Franchise Opportunity: Puré Frooty Is A One-Of-A-Kind Smoothie Franchise Business
Looking for the next greatest franchise opportunity? Puré Frooty Smoothie is a highly perfected Australian business model launching in the South African market that doesn’t require extensive shop fitting or a large workforce.
- Brand: Puré Frooty
- Established: 2017
- Website: www.purefrooty.co.za
Puré Frooty Smoothie is a unique business model to the South African market. A delicious, fruit filled smoothie will be created at the touch of a few buttons.
An Innovative Franchising Concept
This innovation in the healthy smoothie industry is ground breaking for South Africa. The machine is manufactured in Australia by a highly skilled team. It took six years to perfect this business model for the consumer market.
The vision of Puré Frooty Smoothie is to offer convenient on-the-go smoothies for anyone. The experience and quality will always be of the highest standard. We aim to be a staple convenience in malls, schools, office parks and hospitals. This is a platform that will allow for self-growth for passionate entrepreneurs.
Our mission is to create a unique customer experience. We want to satisfy the nutritional needs of customers by providing quality smoothies. Puré Frooty Smoothie will be packed with all the goodness a smoothie should offer.
The four values we pride ourselves in are:
- Customer Satisfaction.
Why Consider This Franchising Opportunity
Extensive research into the business model and market
Puré Frooty Smoothie was an idea, researched widely, by people looking to simplify the business process for the consumer and business owner. There was a gap in the market for simplified customer service and a demand for a quicker turnaround time.
Simplified process for setting up a business
For an entrepreneur it can be very overwhelming to start or buy a new or existing business. There are so many crucial decisions that need to be made from the beginning and new concepts to adapt to.
Puré Frooty Smoothie simplifies that drastically:
- Free-standing machines: The business model revolves around a free-standing vending machine which needs to be visited to refill and maintenance.
- No shop-fitting required: There is no need for shop fittings or a large work force. All that is required is an inside space for the machine with a power supply.
- Minimal human resources needed: In terms of a work force, you could either do it yourself or have one person to assist you. There is also a part time involvement where refill station teams can refill and maintain the machine.
- Cashless business: The business is completely cashless so there are no worries of a note jam, full cash canister or insufficient denomination rand values. More importantly the machines would do a higher turnover than an ordinary vending machine so safety of no cash is important.
- Easy tracking of stock and performance: A cloud-based system is linked to the point of sale which allows you to monitor your performance and stock from the back-office platform at any given time.
- Efficient handling of maintenance: With a live point of sale system, the business is linked to a software which monitors the operations of the machine. Should anything malfunction an immediate notification will be sent with a diagnostics report.
- Human error is eliminated: Everything is done with a computer which leaves little to no room for errors. It is self-order and very user friendly.
Related: SA Fast Food Franchising On The Rise
Why Will Customers Love It
Puré Frooty Smoothie offers a vending machine that can produce a delicious smoothie in forty seconds. An informative touch screen ordering panel which displays all the nutritional information of the smoothie ordered and has the current news and weather.
No time wasted for the consumer. In fact, it’s a learning session disguised as a waiting period. The machine has two wash cycles after every smoothie is made to be freshly prepared for the next smoothie, business hygiene is important.
Consumers live in the fast lane. We are looking for something quick and most times we would like to be healthier. With the hustle and bustle of today’s life every little bit helps. Puré Frooty Smoothie fills that gap in the market.
Interested in Becoming A Franchisee?
Visit our Franchise Info Page for everything you need to know about how to become information a Puré Frooty Smoothie Franchisee owner.
You can also call or write to us:
Phone / 012-942 6360
Email / email@example.com
Want to know more about this franchise? Watch the video below for more.
4 Top Tips To Find Your Best Franchise Opportunity
The President’s recent Job Summit highlighted the critical need to reduce unemployment. The franchise sector employs 369 573 people, 93 percent employed by individual franchisees rather than franchisors.
Several years of strong sectoral growth combined with business opportunities that are often backed by an investor safety net is making franchising the top choice for many who want to own their own business. This assessment is based on the strong foundations of my own experience of establishing Cash Converters nearly a quarter century ago and the recent results of Franchise Association of South Africa (FASA) annual industry survey.
These figures show that the SA franchise industry has grown its turnover by 55 percent from R465 billion in 2014, when FASA conducted its first survey, to R721 billion in 2017. Alongside this, the sector’s contribution to South Africa’s GDP has expanded by 62 percent, from 9.7 percent in 2014 to 15.7 percent in 2017.
The President’s recent Job Summit highlighted the critical need to reduce unemployment and boost the national economy by growing business and stimulating job creation. The franchise sector employs 369 573 people, 93 percent employed by individual franchisees rather than franchisors.
Franchising can be a win-win for franchisees. It enables you to make your dream of running your own business come true as well as contributing to providing much-needed new jobs.
These factors make franchising a particularly attractive option for those wishing to start their own business. But with 865 different franchise systems active in the country last year, the huge range of choice can be confusing.
To prevent analysis paralysis and ensure you can get set to make the most of franchising, I can offer four top tips for selecting the best franchise opportunity for you:
1. Choose a credible brand
As you shortlist franchisors that appeal to you, go beyond what they tell you about themselves and find out about what people are saying about them. Do social media searches to find out how consumers are reacting to the product or service offered, pricing and customer service. Your franchise fee should buy you a halo effect thanks to your franchisor’s good reputation. Too much negativity around the brand will affect the potential success of your franchise, from your ability to attract customers and the turnover and profit you can hope to generate.
2. Look for a proven business model
A worthwhile franchise shares with franchisees the intellectual property it has developed over the years. It has created and grown this business model over time, knocking off rough edges and fine-tuning systems for mistakes as they become apparent. Check the brand’s news history online as well as its own sales material. Be wary of any franchise that claims to be perfect or invincible.
Nobody is – so either it has something to hide or it is fooling itself. Either way, such a brand is not keeping its eyes open to navigate the brand and its franchisees through the changing fortunes of business.
Related: Thinking Of Going Into Franchising?
3. Check the support systems
Getting relationships and systems right is vital in business success. They have become even more important since we founded Cash Converters nearly 25 years ago because the volume of legal compliance has mushroomed. Make sure that the franchises you shortlist offer you support in coping with this and that those running the brand are in touch with what happens on the ground in the franchisees’ stores. At Cash Converters, for example, our front-end support staff are in stores every day and the directors devote three days each month to visiting stores. This ensures that our expertise is available to guide the franchisees through any business issues they face.
4. Follow the recipe
When you sign up with a franchisor, you receive access to its business model, including the “recipe” for running your franchise. This forms a kind of safety net so you do not need to reinvent a wheel when setting up your business. But you cannot complain that the business model does not work if you do not implement it. This is one of those times when you must follow the recipe to bake the cake successfully. If you are not the kind of person who wants to do that, then think again about whether franchising is for you.
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