Growing a Franchise
The most effective regional franchise meetings give operators practical ideas they can take back to their businesses while keeping them connected to broader brand goals.
One of the most common conversations for franchisors is, “How do I run regional franchise meetings?” In a strong franchise system, regional franchise meetings represent a strategic touchpoint as opposed to a simple calendar obligation.
“The primary purpose of regional franchise meetings is to foster communication and collaboration among franchisees, ensuring everyone is aligned with the brand’s goals and strategies,” said Doug Bertram, founder and CEO of Structural Elements®. “These meetings provide a platform for sharing best practices, discussing challenges, and reinforcing the support system available to franchisees.”
It ultimately comes down to the execution of these meetings. A well-executed regional franchise meeting can create opportunities to learn from each other through challenges and actionable insights to improve performance. They also reinforce the support structure that franchisees rely on to grow their businesses successfully.
Typically with franchise systems, quarterly regional franchise meetings strike the perfect balance between consistency and practicality. This is the same formula that Bertram has found to be the winning recipe for Structural Elements®.
“This frequency allows enough time for franchisees to implement feedback from previous meetings and observe results,” he said. “The cadence can be determined based on the specific needs of the franchisees, the business cycle, and any upcoming initiatives or challenges that may warrant more frequent discussions.”
But while this cadence works for one brand, it may not work for another as it should reflect the needs of the system. For example, when local teams meet more regularly, the regional meetings can be utilized to discuss broader strategic plans.
When evaluating the effectiveness of these meetings, a franchisor has to implement the right data and discussion items. Franchisees can use those metrics to better understand what’s working and where improvements are needed, while the discussion points offer a path to action for their location.
Numbers such as sales and customer satisfaction serve as a method to see the results. Franchisors can lead with discussion items based around brand updates and initiatives, best practices from fellow franchisees, and quality assurance standards and expectations.
“This focus ensures that franchisees leave the meeting with actionable insights and a clear understanding of how to enhance their operations,” Bertram said.
Not every regional franchise meeting adds value to the company. The difference often comes down to preparation, engagement and relevance.
Each meeting needs to have a clearly defined objective with a structured agenda that provides opportunities for participation among franchisees. They should feel comfortable sharing their experiences and asking questions.
“It should also include opportunities for networking and sharing experiences among franchisees,” Bertram said. “In contrast, meetings that lack focus, run too long without engagement, or do not address the specific needs of franchisees can feel like a waste of time, leading to frustration and disengagement.”
When it comes to answering the question, “How do I run regional franchise meetings?” this is truly the make-or-break moment for a franchisor.
One of the biggest mistakes made by franchisors is treating every franchisee the same. In fact, it should be quite the opposite.
“A common mistake is failing to tailor the content and discussions to the diverse needs of different franchisee types, such as unit owners and micro franchisees,” Bertram said. “Ignoring the unique challenges and support requirements of micro franchisees, who are building practices and delivering care, can lead to dissatisfaction and a feeling of neglect.”
Brands can provide support to all franchisees by ensuring that the agenda addresses these differences among franchisees. This ultimately delivers the most effective engagement and support.
Regional franchise meetings should give franchisees something they can use once they return to their businesses. A few priorities can help franchisors keep those meetings focused:
When franchisees feel connected, supported and heard, regional meetings become catalysts for stronger performance and long-term growth.
For more information on franchisee communication and collaboration, check out these related stories on 1851 Franchise:
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