Careers Business Ownership Franchise Your Business: An Overview Share PINTEREST Email Print Business Ownership Industries Franchises Retail Small Business Restauranting Real Estate Nonprofit Organizations Landlords Import/Export Business Freelancing & Consulting Food & Beverage Event Planning eBay E-commerce Construction Operations & Success Becoming an Owner By Michael Seid Michael Seid LinkedIn Twitter Managing Director, MSA Worldwide Long Island University Michael H. Seid, CPA, runs a franchise consulting business and co-authored "Franchising for Dummies" with Wendy's founder Dave Thomas. Learn about our Editorial Process Updated on 06/25/19 Franchising your business can be a very successful method for expansion if you take your time and do it properly. While becoming a franchisor can require considerable expense, the capital required to grow a network of franchised locations is far less for you than achieving the same number of company-owned locations. How Long Will It Really Take? Assuming your business is ready to franchise, from the time you decide that franchising is right for your company, you should expect that it will take approximately four to five months before you are able to begin offering franchises. Depending on where you are located and the markets in which you plan to offer franchises if you need to register your franchise in one of those states with the state franchise regulator, while the process in the hands of a qualified franchise lawyer is not difficult, plan on an additional month. Legally, once you have completed your legal documents, you are a franchisor. Even with all of the strategy and legal work behind you, and your having completed the franchise registration process, where required, in a practical sense, there is more to do before you can call yourself a real franchisor. To be a real franchisor, you first need a franchise. Assuming that you have intelligently (and legally) primed the pump during the time you were developing your franchise system and have a queue of people who are ready, willing and able to become franchisees, you will first need to provide them with the necessary franchise disclosure documents. If your franchise offering is compelling, and these prospective franchisees are people that you want as franchisees, on average expect that you will close your first franchise sale within 120 days. Even then, while you may have signed a franchise agreement and received payment of your initial franchise fee, being a functional franchisor is going to take a bit more time. Franchisors, after all, license their brands and operating systems to business owners that serve customers under your marks. Since your franchise has not opened their business to serve customers, you are not there yet. If your concept requires the franchisee to find an appropriate location and then develop it to your specifications, you can expect, on average, that their location will be ready to open in approximately 180 to 210 days. During that period of time you are going to be spending time with your franchise in training, site selection assistance, opening assistance, and providing the support they require to begin their business. Only once they are open and customers begin to frequent their location will the franchisee generally begin to pay you your royalty on their sales. When your franchise has successfully opened their business, now in a practical sense you have achieved your goal and are really a franchisor. It’s been approximately 450 to 510 days since you started the process. Attracting Potential Franchisees 450 to 510 days seems like a long period of time. It is. However, consider that except for the time spent in developing and completing the initial franchising process, the time spent is identical to opening a new company-owned location. The difference is that during that time if you were able to attract the right prospective franchisees, you may have multiple locations under development, and you have not expended nearly the same amount of human or financial capital to open a similar number of locations. Now you are in a position to begin to enjoy being a franchisor. You have attracted qualified franchisees that are opening up branded locations and using your operating system appropriately. Hopefully, they are beginning to make a good living using your brand and your support, have paid you their initial franchise fees, and are now sending you their royalty payments. Those fees over time will amortize your cost of becoming a franchisor. The important thing to consider is that those locations opened because of the investment of the franchisee and their trust in you as a franchisor. You have not risked any capital in opening those businesses, have not diluted your ownership of your franchise system, and have not assumed any liability for leases, staffing, etc. Your initial franchisees are likely people you may have already met. Frequently, your first franchisees are going to be customers of your existing locations. People tend to want to invest in brands they know and trust. Franchising, at its core, is an emotional investment. However, let’s focus on the reality that while your first franchisees may be making their investment based on the excitement of joining your brand and because of their experience as your customers, the next group of franchisee investors are going to learn about you in a different way. Likely, your marketing and publicity about your franchise system are what is going to bring them to your door. With the first group of franchisees, you relied on their trust in you in closing the franchise sale. However, the second tranche of franchisees will evaluate your franchise opportunity on more objective information. How well your established franchises are doing, how well you are meeting your commitments to them, how often you communicate with them, how ethically and intelligently you manage your relationship with them -- how you are performing as a franchisor -- will be how all of your future franchisees will evaluate you and make their franchising decision. Being a great franchisor is more than being a great salesperson of franchise opportunities. Franchisees want brands that can be sustainable economic opportunities. If your first franchisees are not successful, recruiting additional franchises is going to be next to impossible. Let’s assume you are a great franchisor and your first franchisees are not only doing well financially, they also think highly of you and your team. In that situation, recruiting new franchisees is not difficult. However, how you recruit new franchisees will be based on your marketing approach that needs to be developed based on the attributes of your franchise system. Regardless of whether you market your franchises directly or through a third-party brokerage, having a clear understanding of who your franchise is and what they are looking for in a business opportunity will be the difference between generating a lot of leads and closing a lot of franchise sales. Multi-Unit Development Every franchise system will have a single-unit franchise offering, but opening and managing a system of individual owners may not be what your planning envisioned. If your targeted franchisee is a multi-unit developer, then it is essential that the structure of your franchise offering be done in a way that is attractive to that class of investor. Taking even a deeper dive into understanding your prospective franchisee, how you structure your franchise offering for a strategic franchise and/or an investment franchise, should be different. Having the same initial and continuing fees and the same level of support services and obligations for each class of franchise makes little sense in modern franchising. Determining in advance whom you want as your franchise is essential. Only after that decision is made can you structure your franchise offering appropriately and have the proper business case that will allow you to realistically attract and expand your franchise system as you planned. Marketing Strategy for Your Franchise System You need to make certain that your franchise offering, your legal agreements, your fees, and your support structure are in alignment with your marketing strategy if you want to get the results you planned for. Achieving those results is not hard, but it can’t be done in a boilerplate fashion. It takes thought, and that type of depth of business structuring is not something you should expect to receive even from the most gifted franchise lawyers (that is not their role) or from working with one of the franchise packaging factories (that is not in their wheelhouse). Franchising is used by over 300 industries today, and even franchisors in the same industry segment use different methods to franchise based on the economics of their business, their culture as an organization, their size, brand performance, targeted franchise, etc. You market to your prospective franchisee “where they are.” Marketing is not a scattergun approach. For some franchisee candidates, lead generation sites, franchise magazines, brokers, and tradeshows are productive. For others, major business publications and investor forums are how they will spread the word about the opportunity. Where your press announcements are placed, how your SEO strategy is developed and executed, and where you spend your marketing resources all need to factor in who you are trying to reach. Even when developing franchisee recruitment websites, what is being offered to a single-unit franchise or one of the other classes of franchises you may possibly be targeting needs to be carefully scripted, and the recruitment process differentiated.