With franchisees ask to impose and to force

Combine branches and franchises in the same network.

What implementation strategy adopted

The most common scenario is to operate a geographic distribution of stores to the size of the catchment areas. "Generally, networks and established branches in major cities then attempt to conquer the small and medium-sized towns via the franchise", observes Gilbert Mellinger, President of the firm in structuring and management of networks Epac International. Mode at small price Kiabi sign, which has nearly 200 stores including about 180 in own, do so: the watersheds of less than 50 000 inhabitants, we work with local partners to accelerate our development", said Frédéric Mulliez, membership Director. In the less robust networks, development occurs more as opportunities. As in Anacours, where "the choice between franchise and branch does not depend on the size of the city." "We simply prefer the fastest solution to be implemented," says the founder leader.

What proportion of establishments franchise

How to find the correct balance between branches and franchised units "In any case, there is no"ideal percentage of franchise": everything depends on the network, how it is managed, its attractiveness for investors merchants are franchisees", said Chantal Zimmer, Delegate General of the FFF (French Federation of the franchise), in his book "Becoming a franchisee or launch a franchise". In Beauty Success, the rule remains invariable: "it is one-third of stores in own and two thirds of franchised units to maintain the mixed nature of the network," explains Philippe Georges, President and CEO. What the equation used, it is advisable to continue joint development. "Thus, fails with franchisees, teaches retains a certain strength." "It can revive with its branches and to change its concept," argued Franck Berthouloux, consultant in Adventi Franchise franchise.

Emmanuel Guth, CEO of Mezzo Di Pasta, has implemented a "structure" dedicated exclusively to the franchise strategy

What organization put in place

First option: put in place a structure dedicated exclusively to the franchise strategy. Additional fixed costs that it generates, it is the way that borrows most networks. "We have a direction franchise consisting of 15 people (a development manager, animators, and accompagnateurs). "and a branch Directorate consisting of 5 people about," says Emmanuel Guth, President and CEO of Mezzo Di Pasta, a network of fast food fresh takeaway pasta with 90 points of sale including 15 integrated. The discounteur of non-food products Gifi went even more far in filialisant its concession activity. "In April 2008, the group bought the Concepts Distribution company, specialized in the management of networks, and was entrusted to this new subsidiary entity to open a dozen stores under concession per year and supervising" details Joëlle de Marchi, responsible for development. Second option: sign retains his organization of departure, in which case team oversee the branches will also take care of franchised institutions. "This course provides a better absorption of fixed costs." "But this means to prepare leaders for this new task," says Gilbert Mellinger.

Should we compartmentalize branches and franchises

According to Gilbert Mellinger, it is important to "allow franchisees and managers of branches to meet during the year to create a sense of community within the network and promote trade". The things are indeed faced with common problems (tariff policy, techniques for attracting the clients). Organize seminars "common trunk" can therefore be used. "Most of our meetings are common: franchisees enjoy to talk with the directors of branches." "It is an opportunity for example to exchange good practices in management," said Anne Latour, Deputy Director-General of the Belgian interior decoration sign Heytens, which has 50 stores in Belgium including 17 franchisees and 102 branches in France. What does not schedule separate meetings to address specific concerns. "Two times a year, the elected officials of franchisees participate in free advice in which talking about profitability, purchase price, coefficient" ", explains Anne Latour.

How to understand the management of men

"Were not expected that the profession of franchisor is also difficult", says Marcel Sibourg, Director General of the bakery pastry mill of Païou sign which is tested at the franchise after having tested his concept in 10 branches. "Get the agreement of all of the franchises on all subjects, is never simple", he says. Principal pitfall facing initially sector networks: the management of men. "The head of network a sometimes difficult to dispose of its succursaliste culture, which can lead to frustration among franchisees", edge Gilbert Mellinger. The report to franchisees includes in fact subtleties often underestimated by signs. "It is not addressed to a franchisee as to an employee, he was Regional Director or person in charge of operation" prevents Gilbert Mellinger. Facilitators must adapt their speech in any point of view. "With franchisees, ask to impose and to force." ""Sell them"the things, which requires learning a new language", says Gilbert Mellinger recommends behavioural, psychological training and appropriate managerial. Beyond the speech, the head must also refrain from any interference in the Affairs of its franchisees. As the recruitment of partners, better not mistaken. "It removes less easily to a franchisee to a store manager", explains Gilbert Mellinger.