that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the

Sometimes when I read franchise prospectuses I am struck by the tone used in the copy. One would think that franchises are charitable institutions judging from the way that they seem to be practically giving away their business to prospective franchisees!

However, every now and then the mask slips and the true nature of the relationship becomes clear. Here are a couple of quotes from an article written for the benefit of franchise owners.

'Business owners considering launching a franchise should be draconian in the way they manage franchisees'

'In a nutshell, micro-manage (your franchisees). Weekly reports are filed and any discrepancies or signs for concern are followed up with the franchisor immediately. It may sound harsh but it is the only way to really keep tabs on the business'

These quotes come form an accountancy firm that specialises in advising franchise owners. The advice backs up the experience of many franchisees when they actually hand their money over and start their business. While they are starting out the Franchisor is a welcome shoulder to lean on, however once they are experienced they often find the franchisors meddling intrusive and irritating. Key areas of conflict tend to be around the blind application of the 'rules' in inappropriate circumstances and perceived moves away from the franchises market into other areas of business.

From the franchisors point of view this is understandable. They wish to preserve their brand and ensure that their franchise revenues are maintained without disappearing into similar but independent businesses.

However listen to the tone of those quotes and remember that the franchise is frequently sold as a partnership between the franchisee and the franchise owner. That's certainly not what comes over here. Despite what they believe they are buying, franchisees can discover that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the

onsidering launching a franchise should be draconian in the way they manage franchisees'

'In a nutshell, micro-manage (your franchisees). Weekly reports are filed and any discrepancies or signs for concern are followed up with the franchisor immediately. It may sound harsh but it is the only way to really keep tabs on the business'

These quotes come form an accountancy firm that specialises in advising franchise owners. The advice backs up the experience of many franchisees when they actually hand their money over and start their business. While they are starting out the Franchisor is a welcome shoulder to lean on, however once they are experienced they often find the franchisors meddling intrusive and irritating. Key areas of conflict tend to be around the blind application of the 'rules' in inappropriate circumstances and perceived moves away from the franchises market into other areas of business.

From the franchisors point of view this is understandable. They wish to preserve their brand and ensure that their franchise revenues are maintained without disappearing into similar but independent businesses.

However listen to the tone of those quotes and remember that the franchise is frequently sold as a partnership between the franchisee and the franchise owner. That's certainly not what comes over here. Despite what they believe they are buying, franchisees can discover that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the

many franchisees when they actually hand their money over and start their business. While they are starting out the Franchisor is a welcome shoulder to lean on, however once they are experienced they often find the franchisors meddling intrusive and irritating. Key areas of conflict tend to be around the blind application of the 'rules' in inappropriate circumstances and perceived moves away from the franchises market into other areas of business.

From the franchisors point of view this is understandable. They wish to preserve their brand and ensure that their franchise revenues are maintained without disappearing into similar but independent businesses.

However listen to the tone of those quotes and remember that the franchise is frequently sold as a partnership between the franchisee and the franchise owner. That's certainly not what comes over here. Despite what they believe they are buying, franchisees can discover that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the

hisors point of view this is understandable. They wish to preserve their brand and ensure that their franchise revenues are maintained without disappearing into similar but independent businesses.

However listen to the tone of those quotes and remember that the franchise is frequently sold as a partnership between the franchisee and the franchise owner. That's certainly not what comes over here. Despite what they believe they are buying, franchisees can discover that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the

that they are still in the boss/employee relationship they have frequently been attempting to escape! For example are partners 'Draconian'? Do they need 'Micro-managing'?

So what's my advice to prospective franchisees?
1) Ask the franchisor for a view of the reporting structure that they will be asked to use.
2) Try to view prospective franchises from the viewpoint of a year down the line. Will you be happy to adhere to the structure once you know the business?
3) Ask Franchisees how much contact they have much contact with the franchisor what they've not seen eye to eye over.
4) Don't think that any concerns in this area can be overcome by negotiation. Decide if you can accept the current regime because you won't be able to change it later.
5) Try to meet face to face with the person who you'd have contact with on a regular basis if you bought a franchise. Decide if you can get on with them. Don't think that they will disappear if you ask them to.