Do All Franchisees Need the Same Support to Succeed?

Franchising is often seen as an equal-opportunity pathway to business ownership. While no two franchisees are the same, franchisors must be keenly aware of the distinct backgrounds, experiences, and expectations of their candidates. A common comparison is between a transitioning corporate executive and a retired blue-collar manager, two individuals with vastly different career trajectories, skill sets, and approaches to leadership and business management.

The question is not just whether a transitioning executive makes a good franchisee but whether a franchisor should work with them differently than they would with a blue-collar professional entering business ownership for the first time. More importantly, how can franchisors ensure that both types of candidates are set up for success, given their differing experiences?

The Transitioning Executive as a Franchisee

Transitioning executives, those moving from leadership roles in corporate America to business ownership often bring a wealth of strategic planning, financial acumen, and leadership experience. They are comfortable making decisions, managing teams, and working within structured systems, all of which can be valuable in a franchise environment.

However, their experience can sometimes work against them. A few common challenges include:

• Overthinking Systems: Executives used to making high-level strategic decisions may struggle with executing pre-set franchise systems instead of creating their own.

• Adjusting to Hands-On Operations: Many executives come from environments where they had teams to execute tasks. A franchise, especially in its early stages, requires a hands-on approach.

• Financial Expectations: High earners from corporate careers may underestimate the initial grind and financial patience required before their franchise becomes profitable.

The Retired Blue-Collar Manager as a Franchisee

On the other hand, a blue-collar manager, someone with a background in operations, manufacturing, or skilled trades may have a different set of advantages. These individuals are typically comfortable with:

• Hands-on work and leading by example

• Following structured processes without the need to reinvent them

• Managing day-to-day operations with a strong work ethic and team-oriented approach

Their challenges, however, often include:

• Business and financial management: A lack of experience in financial planning, marketing, or strategic growth could create early hurdles.

• Scaling and delegation: They may struggle with stepping back from daily tasks to focus on long-term business strategy.

Should a Franchisor Work with These Candidates Differently?

While every franchisee must go through the same fundamental training and onboarding process, franchisors can improve outcomes by tailoring their approach based on the candidate’s background.

For transitioning executives, the focus should be on:

• Teaching the value of following the system instead of strategizing new approaches

• Encouraging engagement at the operational level to bridge the gap between leadership and day-to-day execution

• Helping them reset financial expectations by highlighting case studies of franchisees from similar backgrounds

For retired blue-collar managers, the emphasis should be on:

• Providing stronger financial literacy training to ensure they understand profitability, cash flow, and marketing strategies

• Coaching them on leadership at scale to help them move from a "do-it-all-myself" mentality to one of business ownership

• Offering additional business planning support to guide them in goal-setting beyond daily operations

How Can a Franchisor Ensure Both Candidates Succeed?

The key to success is not just in selecting the right franchisees but in equipping them with the tools and guidance necessary to thrive. Franchisors should:

1. Customize Training & Support: Offer optional financial literacy training for those less experienced and leadership training for those who need operational guidance.

2. Match Mentors Appropriately: Pair new franchisees with mentors who have similar backgrounds to guide them through challenges.

3. Set Realistic Expectations Early: Ensure both candidates understand the time, effort, and financial commitment required.

4. Encourage a Growth Mindset: Both types of franchisees need to transition from their past career perspectives into that of a business owner.

Final Thoughts

There may not be a right or wrong answer to whether a transitioning executive makes a good franchisee compared to a retired blue-collar manager. Both can succeed if given the right support, but they require different types of guidance. If a franchisor truly wants every franchisee to have an equal chance at success, recognizing these differences and adapting the onboarding and support process accordingly is crucial. After all, a franchise system is only as strong as the franchisees within it, and success is ultimately a shared responsibility.

Make today a great day. Make it happen. Make it count!

About the Author

With more than 40 years of experience in small business, restaurant, and franchise management, marketing, and development, Paul Segreto is a respected expert in the entrepreneurial world, dedicated to helping others achieve success. Whether you’re an aspiring or current entrepreneur in need of guidance, support, or simply a conversation, you can connect with Paul at paul@acceler8success.com.

About Acceler8Success Group

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