Is Your Training Program Geared to Create “Franchisees of the Year”?

Our franchise training programs tend to follow the objective of teaching franchisees how to run and operate the business. Is this objective enough? Is it appropriate by itself? Are we missing any opportunities?


In my quest to shift the thinking of clients to more global issues, I came up with an interesting exercise. I ask clients to imagine they are getting ready for the first “Franchisee of the Year” award and they need to come up with criteria to use to choose the franchisee to honor.

What criteria are you using or would you use to award this honor? Does or would it include any of the following? For example:

  • the highest sales, revenue or percentage increase?
  • the highest customer satisfaction?
  • the best validation of the franchise?
  • the best attitude?
  • the highest commitment to the brand?
  • the stongest team spirit?
  • the most positive and visible community involvement?
  • the way the system is followed and implemented?
  • the support they provide to other franchisees?

How can you measure these standards? What other awards would you give? What criteria and measurement would you use for those? Write your answers down.


It is up to you and your company what you want the criteria to be and how you are going to measure franchisees against these standards. There is no right or wrong way to do this; there may be better ways, but this is always the case. The objective is to capture those behaviors, actions and results that are really important to you and your company and find ways to measure them.


Now, the big question is:


Is your training program geared to teach all franchisees how to become the best franchisee? In other words, are you teaching your franchisees how to excel in each of these criteria?


If you are not, then it is time to rethink your training programs.



  1. Like anything else, the goals and objectives to create the best possible franchisees must be decided upon and agreed to the franchise organization’s upper management BEFORE launching the franchise program. Or, at the very least, BEFORE awarding the next franchise.

    Basically, it’s a trickle down effect. Not only does it start at the top and work it’s way down to franchisees, it starts at the beginning of franchisee’s term and trickles through until he or she leaves the system or transfers franchise to another franchisee. In essence, it’s a journey as well as a process.

    In my social media and Get Off Your Ass Marketing programs, I utilize a P&L format that is based on defined goals and objectives against actual results. I believe the same theory could be used in training and ongoing support with each of the criteria you’ve identified above.

    Yes, I agree there is no right or wrong way to measure results. Instead, it can only be measured against the defined goals and objectives.