Building Franchisee Involvement - 4 Franchisors Show How It’s Done

Franchise Update:

It’s human nature to want to be recognized and appreciated. After all, those kinds of accolades help to determine how we feel about ourselves as well as our careers. It’s certainly no different in the franchising world. Franchisees want to know that they’re more than just another cog on the wheel. They want to feel valued. When they feel like they play an active role in the decisions affecting their business, they’re going to work harder. When they work harder, they’re generally going to be more successful. And, of course, more successful franchisees mean a more successful franchise organization. So say the franchise executives who are really tuned in to their franchisees.

Building relationships
‘We want our franchisees to know that we all make decisions together,’ says Keri Willenborg, director of corporate affairs and franchise sales, and co-founder of Supper Thyme USA, based in Omaha, Neb. ‘Building relationships with our franchisees is so important in getting them more actively involved.’

The company currently has 31 franchisees, and measured growth is part of the strategic plan, she says: ‘We want to grow at a pace that allows for the development of personal relationships and strong units.’ The corporate staff is focused on fully and personally supporting the small network of franchisees. That’s why Willenborg, co-founder Cher Stenger, and the rest of the corporate executives make themselves available 24/7 for their franchisees. ‘We really feel like we’re on call when they have questions or needs,’ she says.

Allen Hager is president of Right at Home, a home health care franchise also headquartered in Omaha. Hager says his company’s philosophy of caring for people applies not only to its customers, but to its franchisees as well. ‘We try to create an atmosphere of integrity and value with our franchisees,’ he says. ‘If we expect them to be actively involved, then we need to be involved, and we want them to see that.’

Hager says it’s important to build a dynamic relationship between franchisor and franchisee, remain focused on the company’s philosophy and culture, and find ways to make improvements.

Dave Winter is president and CEO of Interior Door Replacement Company (IDRC) in Mountain View, Calif. ‘If you want to get your franchisees more involved, you have to eliminate fluff. They need information and answers, and they need to see that you work for them.’ Winter is doing just that as he supports his growing 17 franchisees, currently located between California and Texas.

With no corporate-owned stores and 95 franchises covering 140 territories, Jason Baldner, president of Kitchen Solvers in La Crosse, Wisc., needs his franchisees to be involved to help figure out which initiatives work and which don’t. ‘It’s tough to build one-on-one relationships the larger your system gets,’ he says. ‘But we try to stay in constant contact and are always looking for their feedback. It’s important.’

There’s no mistaking - or minimizing - the need for franchisees to be actively involved. Here’s how these four organizations are enhancing franchisee involvement in their systems…