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A Guide To Communication In Franchising


September 30, 2019
A Guide To Communication In Franchising

What’s the secret to effective leadership? Much of it is about recognising the concerns of everyone you work with – as well as your own ambition. But to fully realise it, you must be able to communicate. Translating and sharing your ideas is just as valuable as having great ideas in the first place.

This is even more important in a franchise business. The parent brand will have their own aims which need to stay in line with yours. Meanwhile, you’ll be searching for work and inspiring your team. Choosing what to say – and how to say it – often guides your success.

Read on for key communication in franchising tactics in your franchise business.

The franchisor

From the start, it’s crucial to know the terms of your agreement: the franchisor’s practices, delivery/service methods and professional values you must uphold. Reflect these in the way you talk to the franchisor.

Use industry terms that you both know, and strike an air of familiarity but keep it limited to the start or end of the conversation. Be courteous and clear, leaving out anything that may be considered too personal unless asked (or relevant). Your conversations should be kept to the matter at hand – any problem, query or request you have.

Stay calm under pressure as much as you’re able to too – a franchisor is likelier to help immediately if they know you’re being reasonable and receptive. We also suggest you don’t get muddled with too many communication channels. Stick to a maximum of two – one for direct voice chat, the other for digital messages.

The customer

What is the code of ethics in your franchise agreement? Are there things you can reveal about how you operate, or anything that could breach confidentiality? Note them before explaining anything in detail to the customer.

Additionally, work on your pitch. If you’re running a service franchise business, networking is an essential part of the role. Don’t jump in too heavily when searching for new clients; take the time to talk, listen, and show genuine interest. Networking courses may help you ease naturally into a roomful of strangers.

Then, when it comes to explaining your business, always refer to the value proposition. People would rather know how they stand to benefit from what you do, instead of the finer details.

The workforce

Communicating to staff is a balancing act. You must do two things: remain human and fair, while linking performance back to measurable data. You need to mix emotional support with the right measure of motivation, as well as be open to any subject they want to raise in private.

Set the standard at the interview stage. Have a two-tier process in which the first meeting tells you more about their core skills, and the second focuses on their fit for your work culture. Then, for the job itself, explain the precise levels of training you’ll offer. Join new hires on a few initial callouts until they feel safe working alone.

Remember to be transparent and inclusive when gathering the team together – they should be comfortable expressing themselves, and aware of the KPIs in place for sustained growth. Also, try to lead by example with a positive demeanour.

Here at Rainbow International, we’ve helped many new business leaders take a franchise as far as they want to go with it. You could be one of them. With our communications training, we’ll ensure you’re up to the challenge. Book a call with our franchise team today.