Most professionals agree that the existence of a working crisis plan and its successful implementation must be viewed as important to the survival of business.

While the parent-child analogy is sometimes used to describe the relationship between franchisor and franchisee, it is neither the legal relationship nor even the practical business relationship.

Likely one of the most challenging decisions a franchisor has to make is whether to get between the seller and the buyer of one of their franchises.

Speed, honesty, and a plan you can execute are all central to an effective crisis management program. The damage from a poorly handled crisis can cause long-lasting and often permanent damage to a company’s reputation and its marks.

Good franchisors look for mutual success, and some of the best ideas in franchising have come from franchisees. But good franchisors also make decisions based on what is best for the system.

Anticipate regional differences, because customer service expectations can vary greatly from market to market. But always take the higher standard, as increased customer service in markets that don’t expect it will increase customer response.

As of 2018, 193 parent franchise companies control 606 franchise systems that comprise 26% of all franchises in the United States. Consolidations of multiple franchise brands under a common parent  – domestically and internationally – continue to grow.

Franchisees are not children. For the most part they are intelligent adults, investing in an unfamiliar business opportunity which requires them to learn new skills.