FranX | How to Fire Your Head of Franchise Development

The Next McDonald's (Big Idea)

In this week’s Bottom Thoughts we discuss 10 fundamentals that every franchisor needs to lock down and get right to accelerate their franchise sales.

At the top of the list is clearly positioning your brand...your why you / why now?

Does this sound simple? Do you believe you have your positioning right?

If so, can you answer 3 these questions:

• Customer Transformation - How does your product/service transform the lives of your customers?
• Franchisee Transformation - How does your franchise system transform the lives of your franchisees?
• What Philosophical Problem Do You Solve - Sure your product/service is good, but go a step further. Dive into the minds of your customers and franchisees - the doubts, concerns, and challenges that they are thinking about and how, whether in a big or small way, are you helping them solve a philosophical problem?

Think about the great cup of coffee you enjoy in the morning. It means so much more to you than just coffee. Winning brands solve philosophical problems and have purpose. What’s yours?

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Killer Brands

Paris Baguette*, the bakery-cafe brand with more than 4,000 units across the globe and 85 in the U.S., is starting off the year on a high note with double-digit franchise signings, consistent sales and more. The brand plans to ride that wave all the way to the top as it establishes itself as a premier franchise opportunity in the bakery-cafe category.

While the past year saw most of the foodservice industry experiencing record losses and stalled growth due to the COVID-19 pandemic, Paris Baguette opened more than 15 U.S. locations. Now, in 2021, the franchise is enjoying even more success thanks to the uniquely lucrative benefits of its business model and a growing leadership team.

Franchisees Kicking Ass: The Franchisee Is King

Why I Bought My Franchise: Justin Rowling, Premium Service Brands

The multi-brand franchisee chose PSB because of the company’s unparalleled support infrastructure and the ability to scale his investment portfolio with multiple concepts.

When Charlottesville, Virginia local Justin Rowling decided to enter the franchising world, it was because he didn’t have one specific industry that he was particularly interested in. Instead, he just knew he wanted to own his own business. Now, as the franchise owner of three Premium Service Brands concepts — Maid Right, 360º Painting and Handyman Pro — Rowling is doing just that.

Rowling is the owner of Maid Right, a housekeeping service, 360 Painting, a painting company servicing Charlottesville, and, most recently, the owner of Handyman Pro, one of the country’s fastest-growing home repair and remodeling franchises. All of his businesses are located in and around the Central Virginia area.

Read Justin's full story here.

Yo Broker, Sell My Franchise

The war of the franchise brokers. Have you watched this video? Have you joined our private Facebook community group?

The Bottom Thoughts

You are a CEO sitting in that fancy massage chair that occupies the corner of your office. Your brain begins to drift, as it often does when getting a massage that likely costs $300 per, since you spent $3000 on that chair from Sharper Image and only used it a handful of times.

You think: How many franchises do we want to sell this year?

You don’t rely on data -- why? Because, damnit people, you trust your gut.

Last year you did 10 deals. Year before 7. Year before 5. But this year, 25.

You hop off your massage chair and head to your development department.

“This year, we will do 25 deals,” you say with gusto.

“How will we do that boss,” the team asks back puzzled.

“By gut, people. By gut.”

To go from 10 deals to 25 deals you will need a few things:

1. Clear positioning (brand story) and why you/why now.
2. Money.
3. A plan.
4. Data.
5. Validating franchisees.
6. Franchisees who are buying more units.
7. More money.
8. Ideas.
9. Smart qualifications.

The year comes to an end. You did 12 deals. Which, in reality, is quite good since you didn’t increase your budget (from the 10 deals prior) and didn’t fix the other checklist items.

You go back to the development department and introduce them to your new head of sales. You are proud of this move because the new head of sales told you they sold 1m franchises in their previous career stops, which all, surprisingly, lasted less than 2 years.

“This guy will game change our brand and show you all how to actually sell franchises.”

Don’t fire your development lead because they do 12 deals. Give them the scaffolding and ability to influence other aspects of your franchise (like validation and profitability). Give them all of the tools they ask for. Then, if that doesn’t work, you have two questions to ask:

1. Is it you?
2. Is it them?