Buying a franchise can feel like the beginning of a clearly marked path to business ownership. There is a recognizable brand, an established operating model, training and a network of people who have already built the same type of business. What new owners often discover, however, is that a proven system does not eliminate the work, uncertainty or personal growth that comes with entrepreneurship. It gives franchisees a framework for navigating those challenges more effectively.
“One of the most important things we can do is help candidates understand the difference between buying a franchise and building a franchise business,” said Peter Eberly, vice president of brand development at Strategic Franchising Systems. “The agreement gives you access to the brand, systems, training and support, but the owner still has to execute. We want people to understand that before they commit, not discover it six months after opening.”
Here are some of the most common lessons franchise owners say they wish they had known before buying their first business.
One of the biggest misconceptions surrounding franchising is that the system will operate the business on behalf of the owner. Franchisors may provide the model, operating procedures, technology, marketing resources and coaching, but local execution remains the franchisee’s responsibility.
“I wish more first-time buyers understood that support and effort have to work together,” Eberly said. “A good franchisor can shorten the learning curve, help you avoid mistakes and provide answers when challenges arise. But no support team can replace an owner’s willingness to sell, lead people, build relationships and stay accountable to the plan.”
For Pet Wants franchisee Pam Brascetta, for example, the first year brought a steady stream of decisions. “The biggest challenge in the first year was really getting a grip on purchasing and inventory,” Brascetta said. “What sells, what doesn’t sell, that’s a learning process. You’re figuring out events, figuring out what’s worth your time and making judgment calls every single day.”
Many franchisees choose a concept because they care deeply about the service, the customer or the industry. That passion can be a powerful source of motivation, but it does not replace financial discipline.
“Candidates should ask themselves whether they are excited about owning the business, not just whether they are excited about the product or service,” Eberly said. “You may love pets, home improvement or helping seniors, but you also have to be willing to study a profit-and-loss statement, manage cash flow, follow up on leads and hold a team accountable.”
The most effective franchise systems help owners develop those skills rather than assuming they already have them. Within Strategic Franchising Systems, ongoing coaching is designed to help franchisees interpret key performance indicators, understand financial trends and make informed decisions as their businesses grow.
A strong support system is one of the primary reasons entrepreneurs choose franchising over starting independently. Still, franchisees do not always take full advantage of the help available to them.
Brascetta learned the value of support after previously owning a franchise in another industry. “I didn’t get the support that I really needed,” she said of her earlier experience. “That experience taught me how important it is to have a system and people behind you. Pet Wants corporate enables you to learn as much as you want. We’re very comprehensive in how we work with customers, and that comes from the training and support behind the brand.”
For prospective owners, that means due diligence should go beyond asking what support is technically available. Candidates should seek to understand how accessible the team is, how often coaching takes place, how franchisees share best practices and whether the culture encourages owners to speak openly about challenges.
Many new franchise buyers focus primarily on the franchisor’s leadership team during the evaluation process. Once they enter the system, they often discover that fellow franchisees are an equally important resource.
Ryan Edwards, who owns TruBlue Home Service Ally of Great Hills in Central Texas with his wife, Neambi Dawson, was initially hesitant about franchising. “Now that I’m in it, I realize the real value is in the leverage,” Edwards said. “I can call a neighboring franchisee a few months ahead of me, or a seasoned operator in the brand, and ask how they solved a specific problem, which shortcuts my own learning curve.”
That willingness to share is one of the defining advantages of a healthy franchise culture. Owners in different territories are typically not direct competitors, allowing them to compare approaches, share vendor recommendations and help one another solve problems.
Caring Transitions franchisee Jay McElrath leaned heavily on that network as he launched his business. “I’ve taken a lot of pages from a lot of other owners, putting bits and pieces of that together,” McElrath said. “Reaching out and talking to other owners was really beneficial to me.”
Fellow Caring Transitions franchisee Cristin Fishel said she would have invested even more time in those relationships had she known how valuable they would become. “If I could start over again, I would spend even more time doing the work with some of the other local owners and building those relationships,” she said.
Franchise ownership can eventually create greater autonomy, flexibility and control. But those benefits are not always immediate. The opening period often requires owners to be deeply involved in every part of the operation. They may need to develop local relationships, hire and train employees, learn the technology, manage sales and deliver services while the business establishes itself.
“The owners who create flexibility later are usually the ones who build the right habits and infrastructure early,” Eberly said. “They spend time learning the operation, understanding what each role requires and creating standards that other people can eventually follow.”
Fishel found that hands-on involvement was essential when she entered Caring Transitions from a different industry. “I felt like the best thing that I could do to be successful was to just be involved straight out of the gate, doing every aspect of every job,” she said. “Understanding every aspect, from the auction to the home cleanout and consolidation.”
The franchise fee and estimated startup investment are usually the first numbers candidates look at. But without enough working capital, owners may have to scale back marketing, put off hiring or make other cuts that affect growth. “It takes time financially, and you have to push through,” Brascetta said.
That does not mean candidates should expect endless losses. It means they should build a realistic plan based on the Franchise Disclosure Document, conversations with existing owners and guidance from qualified financial and legal advisors.
“Due diligence should be specific,” Eberly said. “Ask owners what their first six months actually looked like. Ask how they financed the business, how much working capital they felt comfortable with and where their original assumptions were wrong.”
New owners often feel pressure to handle every function themselves. It can seem more economical, and many believe staying involved in every detail is the best way to maintain quality. That approach eventually becomes a barrier to growth.
McElrath understood early that he would need a capable team to build the Caring Transitions business he envisioned. “One of my bigger assets was having a business development rep on my team,” he said. “I hired one right out of the gate. She has over 20 years of marketing experience. That has helped tremendously.”
Eberly said prospective owners should think about their future organizational structure before they open. “You may begin as the person doing nearly everything, but you should know which responsibilities you eventually need to hand off,” he said. “The goal is not simply to create a job for yourself. It is to build a business with processes, people and value beyond the owner’s individual effort.”
With thousands of franchise concepts available, candidates can become distracted by rankings, trends and brands receiving the most attention. Edwards advises prospective owners to focus instead on personal fit, leadership and values.
“Don’t feel like you have to be the expert in every area, but learn enough to ask the right questions,” he said. “Most importantly, find a brand with leadership you trust and a mission you believe in. And align the business with your own gifts and what you care about.”
He added that “the right fit for you will always beat the popular pick.”
Pet Wants franchisee Jeff Kagey also discovered that his assumptions about franchise ownership did not fully reflect the reality of the right system. “Franchising has a reputation of being rigid, a baked-in formula you have to follow with no space for creativity or to lean into what the local market may need or ask for,” Kagey said. “But once we got into it, I realized how much flexibility there can be within a well-structured system.”
The franchise sales process naturally builds toward signing the agreement, completing training and opening the business. Successful owners, however, begin with a much longer horizon.
“Before buying, candidates should think about what they want this business to become,” Eberly said. “Do they want one location that supports their family? Do they want to build a multi-unit operation? Are they creating an asset to sell, a legacy for their children or a platform for a second career? Those answers affect how they capitalize, hire and grow.”
Brausch encourages owners to develop that long-term plan from the beginning. “Where do you want to be in one year, five years, 10 years?” he said. “Are you building to sell? To pass it on to your children? This is long-term. You can’t just look at the next month.”
Pet Wants franchisee Brenda Campbell said her biggest regret was waiting as long as she did to begin. “Don’t overthink it,” Campbell said. “Do your research, trust your instincts and don’t be afraid to take the leap. If I could do it again, my only regret is not starting sooner.”
The objective of due diligence is not to eliminate uncertainty. No business decision can do that. It is to enter ownership with a realistic understanding of the commitment, confidence in the franchise system and a clear reason for building the business.
“What owners often wish they knew is that they did not need to have every answer before starting,” Eberly said. “They needed to choose carefully, remain coachable and be prepared to do the work. When those pieces are in place, franchising can give people a very powerful foundation for long-term success.”
For more information about Strategic Franchising Systems and its portfolio of necessity-based franchise brands, visit: https://1851franchise.com/strategicfranchising.
Strategic Franchising
SPONSORED
Franchise owners reflect on the realities of business ownership, the value of a strong support system and the lessons prospective entrepreneurs should understand before signing an agreement.
Buying a franchise can feel like the beginning of a clearly marked path to business ownership. There is a recognizable brand, an established operating model, training and a network of people who have already built the same type of business. What new owners often discover, however, is that a proven system does not eliminate the work, uncertainty or personal growth that comes with entrepreneurship. It gives franchisees a framework for navigating those challenges more effectively.
“One of the most important things we can do is help candidates understand the difference between buying a franchise and building a franchise business,” said Peter Eberly, vice president of brand development at Strategic Franchising Systems. “The agreement gives you access to the brand, systems, training and support, but the owner still has to execute. We want people to understand that before they commit, not discover it six months after opening.”
Here are some of the most common lessons franchise owners say they wish they had known before buying their first business.
One of the biggest misconceptions surrounding franchising is that the system will operate the business on behalf of the owner. Franchisors may provide the model, operating procedures, technology, marketing resources and coaching, but local execution remains the franchisee’s responsibility.
“I wish more first-time buyers understood that support and effort have to work together,” Eberly said. “A good franchisor can shorten the learning curve, help you avoid mistakes and provide answers when challenges arise. But no support team can replace an owner’s willingness to sell, lead people, build relationships and stay accountable to the plan.”
For Pet Wants franchisee Pam Brascetta, for example, the first year brought a steady stream of decisions. “The biggest challenge in the first year was really getting a grip on purchasing and inventory,” Brascetta said. “What sells, what doesn’t sell, that’s a learning process. You’re figuring out events, figuring out what’s worth your time and making judgment calls every single day.”
Many franchisees choose a concept because they care deeply about the service, the customer or the industry. That passion can be a powerful source of motivation, but it does not replace financial discipline.
“Candidates should ask themselves whether they are excited about owning the business, not just whether they are excited about the product or service,” Eberly said. “You may love pets, home improvement or helping seniors, but you also have to be willing to study a profit-and-loss statement, manage cash flow, follow up on leads and hold a team accountable.”
The most effective franchise systems help owners develop those skills rather than assuming they already have them. Within Strategic Franchising Systems, ongoing coaching is designed to help franchisees interpret key performance indicators, understand financial trends and make informed decisions as their businesses grow.
A strong support system is one of the primary reasons entrepreneurs choose franchising over starting independently. Still, franchisees do not always take full advantage of the help available to them.
Brascetta learned the value of support after previously owning a franchise in another industry. “I didn’t get the support that I really needed,” she said of her earlier experience. “That experience taught me how important it is to have a system and people behind you. Pet Wants corporate enables you to learn as much as you want. We’re very comprehensive in how we work with customers, and that comes from the training and support behind the brand.”
For prospective owners, that means due diligence should go beyond asking what support is technically available. Candidates should seek to understand how accessible the team is, how often coaching takes place, how franchisees share best practices and whether the culture encourages owners to speak openly about challenges.
Many new franchise buyers focus primarily on the franchisor’s leadership team during the evaluation process. Once they enter the system, they often discover that fellow franchisees are an equally important resource.
Ryan Edwards, who owns TruBlue Home Service Ally of Great Hills in Central Texas with his wife, Neambi Dawson, was initially hesitant about franchising. “Now that I’m in it, I realize the real value is in the leverage,” Edwards said. “I can call a neighboring franchisee a few months ahead of me, or a seasoned operator in the brand, and ask how they solved a specific problem, which shortcuts my own learning curve.”
That willingness to share is one of the defining advantages of a healthy franchise culture. Owners in different territories are typically not direct competitors, allowing them to compare approaches, share vendor recommendations and help one another solve problems.
Caring Transitions franchisee Jay McElrath leaned heavily on that network as he launched his business. “I’ve taken a lot of pages from a lot of other owners, putting bits and pieces of that together,” McElrath said. “Reaching out and talking to other owners was really beneficial to me.”
Fellow Caring Transitions franchisee Cristin Fishel said she would have invested even more time in those relationships had she known how valuable they would become. “If I could start over again, I would spend even more time doing the work with some of the other local owners and building those relationships,” she said.
Franchise ownership can eventually create greater autonomy, flexibility and control. But those benefits are not always immediate. The opening period often requires owners to be deeply involved in every part of the operation. They may need to develop local relationships, hire and train employees, learn the technology, manage sales and deliver services while the business establishes itself.
“The owners who create flexibility later are usually the ones who build the right habits and infrastructure early,” Eberly said. “They spend time learning the operation, understanding what each role requires and creating standards that other people can eventually follow.”
Fishel found that hands-on involvement was essential when she entered Caring Transitions from a different industry. “I felt like the best thing that I could do to be successful was to just be involved straight out of the gate, doing every aspect of every job,” she said. “Understanding every aspect, from the auction to the home cleanout and consolidation.”
The franchise fee and estimated startup investment are usually the first numbers candidates look at. But without enough working capital, owners may have to scale back marketing, put off hiring or make other cuts that affect growth. “It takes time financially, and you have to push through,” Brascetta said.
That does not mean candidates should expect endless losses. It means they should build a realistic plan based on the Franchise Disclosure Document, conversations with existing owners and guidance from qualified financial and legal advisors.
“Due diligence should be specific,” Eberly said. “Ask owners what their first six months actually looked like. Ask how they financed the business, how much working capital they felt comfortable with and where their original assumptions were wrong.”
New owners often feel pressure to handle every function themselves. It can seem more economical, and many believe staying involved in every detail is the best way to maintain quality. That approach eventually becomes a barrier to growth.
McElrath understood early that he would need a capable team to build the Caring Transitions business he envisioned. “One of my bigger assets was having a business development rep on my team,” he said. “I hired one right out of the gate. She has over 20 years of marketing experience. That has helped tremendously.”
Eberly said prospective owners should think about their future organizational structure before they open. “You may begin as the person doing nearly everything, but you should know which responsibilities you eventually need to hand off,” he said. “The goal is not simply to create a job for yourself. It is to build a business with processes, people and value beyond the owner’s individual effort.”
With thousands of franchise concepts available, candidates can become distracted by rankings, trends and brands receiving the most attention. Edwards advises prospective owners to focus instead on personal fit, leadership and values.
“Don’t feel like you have to be the expert in every area, but learn enough to ask the right questions,” he said. “Most importantly, find a brand with leadership you trust and a mission you believe in. And align the business with your own gifts and what you care about.”
He added that “the right fit for you will always beat the popular pick.”
Pet Wants franchisee Jeff Kagey also discovered that his assumptions about franchise ownership did not fully reflect the reality of the right system. “Franchising has a reputation of being rigid, a baked-in formula you have to follow with no space for creativity or to lean into what the local market may need or ask for,” Kagey said. “But once we got into it, I realized how much flexibility there can be within a well-structured system.”
The franchise sales process naturally builds toward signing the agreement, completing training and opening the business. Successful owners, however, begin with a much longer horizon.
“Before buying, candidates should think about what they want this business to become,” Eberly said. “Do they want one location that supports their family? Do they want to build a multi-unit operation? Are they creating an asset to sell, a legacy for their children or a platform for a second career? Those answers affect how they capitalize, hire and grow.”
Brausch encourages owners to develop that long-term plan from the beginning. “Where do you want to be in one year, five years, 10 years?” he said. “Are you building to sell? To pass it on to your children? This is long-term. You can’t just look at the next month.”
Pet Wants franchisee Brenda Campbell said her biggest regret was waiting as long as she did to begin. “Don’t overthink it,” Campbell said. “Do your research, trust your instincts and don’t be afraid to take the leap. If I could do it again, my only regret is not starting sooner.”
The objective of due diligence is not to eliminate uncertainty. No business decision can do that. It is to enter ownership with a realistic understanding of the commitment, confidence in the franchise system and a clear reason for building the business.
“What owners often wish they knew is that they did not need to have every answer before starting,” Eberly said. “They needed to choose carefully, remain coachable and be prepared to do the work. When those pieces are in place, franchising can give people a very powerful foundation for long-term success.”
For more information about Strategic Franchising Systems and its portfolio of necessity-based franchise brands, visit: https://1851franchise.com/strategicfranchising.
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