It’s true that you need to be a particular type of person to run a franchise successfully, but it doesn’t come down to a single quality.
Great franchisees – much like the establishments they run – are multifaceted. They have all the important traits you’d expect to find in any business owner (leadership, hunger, drive), but they also thrive on five very specific attributes that put them in a class above the rest.
We’ve been fortunate to see a stream of superb franchisees take the reins on our Rainbow territories and transform them into rather special ventures. In that time, we’ve seen these characteristics, without exception, in every successful franchisee.
Here, we explore these five crucial qualities in closer detail, helping you grasp the catalysts of fruitful franchising.
There’s a false assumption that once you get your foot in the door of a solid franchise, you can simply sit back and rely on the strength of the business model to run itself.
In reality, nothing could be further from the truth. Even the sturdiest foundations can shake loose when they’re left unattended. If a franchisee doesn’t pull their weight from the very beginning, huge problems are inevitable – and they will become apparent in a matter of weeks.
This is where the aspect of self-motivation comes into play. If you know you’re the right person to take a franchise opportunity by the scruff of the neck, you’ll walk into work every day with determination and enthusiasm, and never end up resting on your laurels.
You’ll strive to prove yourself right, going the extra mile for the brand in order to prove to everyone else what you already know: you’re up to the task.
Staff often mimic the mind-set of the person above, so believing in yourself is half the battle when it comes to franchising.
By keeping your head held high, you’ll prove to be an inspirational leader to those within your territory, with your energy levels having an infectious effect down through the ranks.
Taking a half-hearted, unconfident approach will see staff imitate this negative behaviour – leading to poor results across the board.
You need to trust in yourself to get the job done. It’s what franchising is all about.
2. Time management
Here’s another common misconception about franchise owners (and entrepreneurs in general): you need to be adept at spinning plates to experience success.
Multitasking might have a reputation as an essential skill among business leaders, but the most successful franchisees will tell you that it isn’t about juggling tasks – it’s about prioritising them.
Managing your time effectively comes down to reviewing your long list of jobs and ranking them in order of significance, ensuring all are completed to the highest possible standards in a timely fashion.
Time management is a huge aspect of franchising. These business models are largely successful as they run in a time-focused manner: like clockwork. Franchisees must tune themselves into the fluid workings of the brand, adapt their schedules accordingly, and develop a system whereby they can run things efficiently.
3. Good communication
All business leaders need to be good communicators, but in most instances, a large part of their working day involves making decisions and then effectively passing these on down the line – ensuring the core aim isn’t dissolved en route.
For franchisees, communication is a different kind of process. As part of a bigger, more complex system, they are challenged with hearing messages from above and making them known to those below – functioning as the key point of contact between head office and the customer-facing staff.
Additionally, franchisees must be capable of communicating effectively through a variety of channels, both in-person and via the web, phone and internal systems favoured by their chosen brand.
It is crucial, too, to understand how to talk to customers. Being professional and polite goes without saying, but you also need to correspond with buyers in a way that the brand approves.
For example, you can’t simply assume that it’s okay to give someone a free product if they launch a complaint against the company.
You need to contact head office beforehand to understand what the protocol is, and then interact with the customer in a specific way for a resolution that benefits everybody.
And lastly, it’s important to build good communication amongst team members when you’re leading a franchise. A franchisee must ensure every member of staff is on the same page, taking time where possible to check in on morale.
It never hurts to look for ways to improve how you exchange information either. The most successful franchisees frequently assess and evaluate internal communications to ensure they’re always taking advantage of the most effective methods.
4. Passion for business
When you genuinely love what you do, it shines through in your work. That’s why it’s so important for a franchisee to enjoy their occupation and harbour a real passion for the product they’re peddling.
If you’re considering a role at a franchising business, but don’t really believe in their service, don’t take the position. You’ll be found out in no time, and you won’t be doing the company or yourself any favours. It needs to be something you care about so you can yield excellent results.
Passion is all-the-more-important when you consider how much of an influence it can have on a daily basis.
If you look forward to heading into work, you’ll spring up out of bed an hour or two early, stay an hour or two late, and spend some of your spare time thinking about ways to enhance your branch.
Being passionate adds precious hours to your schedule and gives you a much better chance of being successful overall.
If you’re in love with the concept, people will see it from a mile away.
Entrepreneurs have their own thoughts and views, and they can stick to them religiously. Often, this “stubbornness” can be what makes them such an effective leader.
But franchising isn’t all about sticking to your guns. It’s about being open-minded and willingly taking other opinions into account.
The key thing here is to make the distinction between being open-minded and being an easy target. Everyone receives their fair share of criticism from time to time, and as you go along, you’ll learn how to separate the constructive from the unjustified.
The former you can learn from; the latter you simply need to take on the chin. But differentiating between the two is essential for progression.
Franchisees must consider the messages they receive from head office with due care and consideration, weighing up the pros and cons and responding with thoughtful comments, rather than merely letting criticism pass them by.
After all, the best leaders never stop learning.
Run your own fantastic franchise with Rainbow
At Rainbow, we proudly present our wide array of franchise success stories on our website – giving prospective franchisees the opportunity to read up on real-life experiences and determine whether this line of work is right for them.
If you’re considering a career in franchising and can see yourself in our existing franchisees, it’s worth heading over to our Next Steps section to book a call with our team.
We’d be happy to talk you through the whole process and tell you more about what the franchising journey is like, answering any questions you might have.
Visit Rainbow to find out more.