This bulletin is intended for franchisors, executives and managers of franchise networks, and franchise consultants.
Even though training is the first channel through which the DNA of a franchise concept can be replicated, it is not easy to set up and properly monitor training programs within a multilevel organization (such as a franchise network).
Proper training for each person's role is just as necessary for a network's managers and employees, as for its franchisees, their executives, their managers and most, if not all, of their employees.
One risk, specific to multilevel organizations, is that of "playing broken telephone", whereby the quality of the message is diluted from one person to the next until it becomes completely distorted and no longer achieves its purpose.
It is therefore not surprising that a franchisor could find itself with performance deficiencies and problems after having dedicated significant resources to the design and development of appropriate relevant training programs.
For most franchise networks, deficiencies and weaknesses with respect to point-of-sale performance will quickly have a significant impact on the profitability of the franchisee ... and of the franchisor.
It is thus important for your franchise agreement, as well as your operating manual, to include clear and complete training provisions, not only for each franchisee, but also for the managers and employees of each franchised business.
Continue reading to learn more about what training provisions to include in your franchise agreements.
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The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances.